赞美业务变得简单

PRAISE FOR BUSINESS MADE SIMPLE

“ Business Made Simple改变了我们的公司。我们比以往任何时候都获得了更多的牵引力，并且有了清晰度和目标。”

“Business Made Simple has transformed our company. We are gaining more traction than ever before and have clarity and purpose.”

——詹姆斯·索恩，Quirk Growth

—James Thorne, Quirk Growth

“ Business Made Simple帮助我开始了我的法律实践。我学会了在为客户提供优质服务的同时建立和跟踪收入。”

“Business Made Simple helped me get my law practice off the ground. I learned to build and track revenue while providing quality service to my clients.”

-Mariah Street，Legacy Street Law

—Mariah Street, Legacy Street Law

“ Business Made Simple帮助我进入任何一家公司并取得成功。”

“Business Made Simple helps me go into any company and make it successful.”

——Samidha Singh，学生

—Samidha Singh, Student

“ Business Made Simple是有抱负的企业家的完美日常解毒剂，他们在追求商业成功的过程中过于复杂，忽视或忘记了基本知识。”

“Business Made Simple is the perfect daily antidote for aspiring entrepreneurs who, in their pursuit of business success, overcomplicate, neglect, or just forget the basics.”

—Donald St. George，Sherlock 航空咨询公司

—Donald St. George, Sherlock Aviation Consulting

“让生意变得简单是我早上例行公事的重要组成部分。”

“Business Made Simple is an essential part of my morning routine.”

—Craig Dacy，Craig Dacy 金融教练

—Craig Dacy, Craig Dacy Financial Coaching

“观看Business Made Simple视频是开始新一天的好方法。它让我思考重要的想法，以帮助我从一天的前几分钟开始获胜。”

“Watching the Business Made Simple videos has been a great way to start the day. It gets me thinking about the important ideas to help me win from the first couple minutes of the day.”

-Stuart Montgomery，双松草坪护理公司

—Stuart Montgomery, Twin Pines Lawn Care

© 2021 唐纳德·米勒

© 2021 Donald Miller

版权所有。不得以任何形式或通过任何方式（电子、机械、影印、录音、扫描或其他方式）复制本书的任何部分、将其存储在检索系统中或传输，除了批评评论或文章中的简短引述，未经出版商的事先书面许可。

All rights reserved. No portion of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, scanning, or other—except for brief quotations in critical reviews or articles, without the prior written permission of the publisher.

由 HarperCollins Leadership 出版，HarperCollins Focus LLC 的印记。

Published by HarperCollins Leadership, an imprint of HarperCollins Focus LLC.

本书中印刷的任何互联网地址、电话号码或公司或产品信息均作为资源提供，无意以任何方式成为或暗示 HarperCollins Leadership 的背书，HarperCollins Leadership 也不保证其存在、内容、这些站点、电话号码、公司或产品的服务或服务超出本书的生命周期。

Any internet addresses, phone numbers, or company or product information printed in this book are offered as a resource and are not intended in any way to be or to imply an endorsement by HarperCollins Leadership, nor does HarperCollins Leadership vouch for the existence, content, or services of these sites, phone numbers, companies, or products beyond the life of this book.

ISBN 978-1-4002-0382-6（电子书）

ISBN 978-1-4002-0382-6 (eBook)

国际标准书号 978-1-4002-0381-9 (PBK)

ISBN 978-1-4002-0381-9 (PBK)

电子版 2020 年 12 月 9781400203826

Epub Edition December 2020 9781400203826

国会图书馆控制号：2020947602

Library of Congress Control Number: 2020947602

美国印制

Printed in the United States of America

20212223激光扫描仪1098个76个5个4个3个2个1个

20212223LSC10987654321

电子书使用说明

Ebook Instructions

在此电子书版本中，请使用您设备的笔记功能，在您看到方括号说明 [Tus Notas] 的任何地方记录您的想法。每当您被要求勾选、圈出、下划线或以其他方式指示您的答案时，请使用您设备的突出显示功能来记录您的回答。

In this ebook edition, please use your device’s note-taking function to record your thoughts wherever you see the bracketed instructions [Tus Notas]. Use your device’s highlighting function to record your response whenever you are asked to checkmark, circle, underline, or otherwise indicate your answer(s).

纪念 Brian Hampton，他是我十五年的出版商。

In memory of Brian Hampton, my publisher for fifteen years.

他教我关于书籍和商业的知识，但主要是关于

He taught me about books and business but mostly about

善良和性格。你被错过了。

kindness and character. You are missed.

请随意通读这本书。但是，如果您想慢慢学习Business Made Simple中的概念，请访问 BusinessMadeSimple.com/Daily 以接收与每天课程同步的每日视频。在短短两个月内，您将获得商业教育，许多人花数万美元就读于商学院。这本书将把你变成一个拥有实用技能的人，可以为你自己——以及任何组织——赚钱和省钱。本书将教您如何领导团队、销售更多产品以及经营企业。

Feel free to read this book straight through. However, if you’d like to slowly learn the concepts in Business Made Simple, visit BusinessMadeSimple.com/Daily to receive a daily video that will coincide with each day’s lesson. In only two months, you will get a business education many people pay tens of thousands of dollars for by attending business school. This book will transform you into somebody who has the practical skills to make and save yourself—and any organization—money. This book will teach you to lead a team, sell more product, and run a business.

同样，要接收本书条目附带的每日视频，请访问 BusinessMadeSimple.com/Daily 或发送空白电子邮件至：

Again, to receive the daily videos that accompany the entries in this book, visit BusinessMadeSimple.com/Daily or send a blank email to:

视频@BUSINESSMADESIMPLE.COM

VIDEOS@BUSINESSMADESIMPLE.COM

要充分利用本书：

To get the most from this book:

1.在接下来的六十天内（周末除外）每天观看一个视频。

1.Watch one video per day for the next sixty days (weekends excluded).

2.阅读随附的每日条目。

2.Read the accompanying daily entry.

3.实践你在自己的公司或你工作的公司学到的东西，成为一个价值驱动的专业人士。

3.Practice what you’ve learned in your own company or the company you work for to become a value-driven professional.

*要在您的电子邮件中接收与本书每日条目一致的每日视频，请发送一封空白电子邮件至 videos@businessmadesimple.com。

*To receive daily videos in your email that align with the daily entries in this book, send a blank email to videos@businessmadesimple.com.

价值驱动的专业人士

A Value-Driven Professional

扎实的商业教育不应花费数万美元，而应侧重于教授可转化为商业成功的实用技能。本书旨在帮助您和您的团队成为价值驱动的专业人士。以价值为导向的专业人士可以在更短的时间内完成更多工作，减少压力并提高清晰度，并为自己和他们所代表的人赚取更多。

A solid business education should not cost tens of thousands of dollars and should focus on teaching practical skills that translate into business success. This book is designed to help you and your team become value-driven professionals. Value-driven professionals get more done in less time, create less stress and more clarity, and earn more for themselves and those they represent.

一支由价值驱动的专业人士组成的团队是不可阻挡的。

A team full of value-driven professionals is unstoppable.

“我们不应该相信那些说只有自由才能受教育的大众，而应该相信那些说只有受过教育的人才能自由的智慧爱好者。”

“We should not trust the masses who say only the free can be educated, but rather the lovers of wisdom who say that only the educated can be free.”

— EPICTETUS , Discourses , 2.1.21–23a

—EPICTETUS, Discourses, 2.1.21–23a

介绍

INTRODUCTION

两名候选人即将晋升。新工作是一个领导职位，需要广泛的技能。

Two candidates are up for a promotion. The new job is a leadership position that will require a broad range of skills.

应聘者一拥有名牌大学的大学学位，热爱人，表现出强烈的职业道德，对公司尽心尽力。

Candidate one has a college degree from a prestigious university, loves people, has demonstrated a strong work ethic, and is devoted to the company.

当被问及他们会带来什么时，候选人一说他们会带来热情、良好的态度和成为团队合作者的意愿。

When asked what they will bring to the table, candidate one says they will bring passion, a good attitude, and a willingness to be a team player.

考生二已经读过这本书并观看了随附的视频。不仅如此，他们还深入研究了这些材料，并在之前的职位上磨练了自己的技能。

Candidate two has already read this book and watched the accompanying videos. Not only this, but they’ve taken a deep dive into the material and honed their skills in their previous position.

尽管他们没有名牌大学的学位，但他们知道如何为任何公司提供有形的价值。

Even though they don’t have a degree from a prestigious university, they know how to offer tangible value to any company.

当候选人二被问及他们将带来什么时，他们说他们将带来一组已被证明可以预测成功的核心性格特征。他们还将带来一套将立即为公司赚钱或节省资金的十项核心能力。列出特征，他们解释说：

When candidate two is asked what they will bring to the table, they say they will bring a set of core character traits that have proven to predict success. They will also bring a set of ten core competencies that will immediately make or save the company money. Listing the traits, they explain that:

1.他们知道企业的真正运作方式。他们对活动产出比的重要性以及每个部门正现金流的重要性并不天真。

1.They know how a business really works. They are not naive about the importance of the activity-to-output ratio and the importance of positive cash flow in each division.

2.他们是一个清晰而引人注目的领导者。他们可以通过指导团队完成创建使命宣言和指导原则的过程来调整和激励团队。

2.They are a clear and compelling leader. They can align and inspire a team by guiding them through a process in which they create a mission statement and guiding principles.

3.他们个人富有成效。他们已经掌握了他们每天实施的特定系统，因此他们可以在更短的时间内完成更多的工作。

3.They are personally productive. They have mastered a specific system they implement every day so they can get more done in less time.

4.他们知道如何澄清信息。他们能够通过一个框架来指导团队，在这个框架中，他们可以创建一个清晰的信息来推广任何产品或愿景，从而让客户和利益相关者参与进来。

4.They know how to clarify a message. They are able to guide a team through a framework in which they create a clear message promoting any product or vision so customers and stakeholders engage.

5.他们了解如何开展营销活动。他们可以创建一个销售渠道，将感兴趣的客户转化为买家。

5.They understand how to build a marketing campaign. They can create a sales funnel that converts interested customers into buyers.

6.他们可以卖。他们已经掌握了一个框架，在这个框架中，他们向合格的潜在客户介绍产品并与他们协商，直到签订一份有价值的合同。

6.They can sell. They have mastered a framework in which they introduce products to qualified leads and consult with them until a valuable contract is signed.

7.他们是伟大的沟通者。他们可以发表演讲，为团队提供信息和启发，从而采取明确的行动，对底线产生积极影响。

7.They are great communicators. They can give a speech that informs and inspires a team, resulting in clear action that positively affects the bottom line.

8.他们是很好的谈判者。他们在谈判时不相信自己的直觉。相反，他们遵循一套简单的程序来指导他们获得最佳结果。

8.They are good negotiators. They do not trust their gut when they negotiate. Rather, they follow a simple set of procedures that guides them to the best possible result.

9.他们是一个很好的经理。他们知道如何创建一个生产过程，该过程通过保证效率和盈利能力的关键绩效指标进行衡量。

9.They are a good manager. They know how to create a production process that is measured through key performance indicators that guarantee efficiency and profitability.

10.他们知道如何运行执行系统。他们掌握了一个框架，可确保强大的团队完成正确的事情。

10.They know how to run an execution system. They have mastered a framework that ensures a high-powered team gets the right things done.

两位候选人回答了同一个问题，但哪位候选人脱颖而出？

Two candidates answered the same question, but which candidate stands out?

候选人二将获得晋升。不久之后，他们将获得加薪。不久之后，他们将获得另一次晋升和加薪。为什么？因为他们拥有实实在在的技能，可以避免团队的挫败感，并为自己和公司赚钱。简而言之，它们是一项了不起的投资。

Candidate two is going to get the promotion. And soon after, they are going to get a raise. And soon after that, they are going to get another promotion and another raise. Why? Because they have tangible skills that save their teams frustration and make themselves and the company money. In short, they are a terrific investment.

无论您是为自己工作还是为公司工作，为您的客户或老板提供令人难以置信的投资回报是积累个人财富的关键。我公司的每个团队成员都是一笔了不起的投资；否则，他们永远不会被雇用。即使我拥有公司，我也必须是一个以价值为导向的专业人士。如果我的产品和我自己不是一个好的经济投资，我的事业和我的公司就注定要失败。我们每个人都必须在早上醒来，回报人们托付给我们的时间、精力和金钱。

Whether you work for yourself or work for a company, giving your customers or your boss an incredible return on their investment is the key to building your personal wealth. Each of the team members in my company is a terrific investment; otherwise, they never would have been hired. And even though I own the company, I have to be a value-driven professional too. If my products and I are not a good economic investment, my career and my company are doomed. Each of us has to wake up in the morning and give people a return on the time, energy, and money they entrust to us.

这是成功的秘诀。如果你想在工作、爱情、友谊和生活中取得成功，无论你周围的人对你投资多少，都要给他们丰厚的回报。

This is the secret to success. If you want to succeed in work, love, friendship, and life, give the people around you a great return on whatever it is they invest in you.

在竞争激烈的环境中，每家公司都在寻找能够带来良好经济投资的团队成员。

In a competitive environment, every company is looking for a team member that is a good economic investment.

本书旨在将您转变为具有最高经济价值的专业人士。

This book is designed to transform you into a professional of the highest economic value.

遗憾的是，我们在本书中向您介绍的革命性框架很少是您在大学学到的技能。

Sadly, few of the revolutionary frameworks we introduce you to in this book are skills you learned in college.

与其研究 1970 年代旨在向郊区家庭销售牙膏的广告活动，不如学习如何管理团队、推出产品、营销和销售该产品，然后修改整个流程以提高效率？

Instead of studying an ad campaign meant to sell toothpaste to suburban families in the 1970s, what if you’d learned how to manage a team, launch a product, market and sell that product, and then revise the entire process for greater efficiency?

如果你真的知道如何为一家公司赚很多钱，你在公开市场上的价值会增加多少？

How much more valuable would you be on the open market if you actually knew how to make a lot of money for a company?

因为我们中的许多人没有接受过实用的、现实生活中的商业教育，我们发现自己暗自怀疑自己是否具备完成这项工作所需的条件，并担心有一天我们会被揭露为欺诈行为。

Because so many of us have no practical, real-life, business education, we find ourselves secretly wondering if we have what it takes to do the job and are worried that any day we are going to be exposed as a fraud.

不仅如此，重返学校既昂贵又费时。而且，如果你真的回到学校，你会学到任何有用的东西，还是会研究更多牙膏广告？

Not only that, but going back to school is too expensive and time-consuming. And, if you do go back to school, are you going to learn anything useful, or are you going to study more toothpaste ads?

事实上，如果你掌握了本书介绍的课程——价值驱动专业人士的十大特征以及价值驱动专业人士的十项核心能力——你将在公开市场上显着提高个人价值。你也会在你的工作中变得致命。

The truth is, if you master the lessons introduced in this book—the ten characteristics of a value-driven professional along with the ten core competencies of a value-driven professional—you will dramatically increase your personal worth on the open market. You will also become deadly at your job.

没有人会打败你。

Nobody will beat you.

当我们上大学时，我们几乎不知道深夜派对、足球比赛中喧闹的人群、乒乓球的时间、在关于全球市场趋势的讲座中睡觉，以及我们试图预测的学习小组测试中的问题不会使我们在公开市场上更有价值。

Little did we know when we went off to college that the late-night parties, the roaring crowds at football games, the hours of Ping-Pong, the sleeping through lectures about global market trends, and the study groups in which we tried to predict what questions would be on the test were not going to make us more valuable on the open market.

这本书会。

This book will.

这就是让生意变得简单。

This is Business Made Simple.

作为一名工作的专业人士，你的实际价值是什么？您是否具备可以为组织提供极端价值的人的性格特征和技能组合？使用这本书来改变你的经济价值。

What is your actual value as a working professional? Do you have the character traits and skill sets of a person who can offer extreme value to an organization? Use this book to transform your economic worth.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第一章

CHAPTER ONE

两周快速启动

TWO-WEEK QUICK START

价值驱动专业人士的十大特征

The Ten Characteristics of a Value-Driven Professional

介绍

INTRODUCTION

任何核心能力都无法克服不良品格。

No core competency can overcome bad character.

如果我们没有良好的品格，我们将在事业和生活中失败。我们永远不会成为价值驱动的专业人士。

If we don’t have good character, we are going to fail in business and in life. And we will never become value-driven professionals.

最后，即使我们可以为公司赚钱，但如果我们缺乏品格，我们很可能会失去我们为他们创造的一切。

In the end, even if we can make a company money, we will likely lose them everything we made them if we lack character.

出于这个原因，我们将开始为期两周的深入研究我们需要的性格特征，以便为客户和我们的同事增加价值。

For that reason, we are going to start with a two-week dive into the character traits we need in order to add value to customers and the people we work with.

那么，成为价值驱动的专业人士需要具备哪些特征呢？

So, what are the characteristics necessary to become value-driven professionals?

除了正直和强烈的职业道德之外，成功人士与不成功人士有何不同？一个在工作场所具有巨大经济价值的人相信一个经济价值较低的人不相信什么？

Beyond integrity and a strong work ethic, how are successful people different from unsuccessful people? What is it that an individual of great economic value in the workplace believes that a person of lesser economic value does not?

最后，一个在工作中表现出色的人确实对自己的看法与一般专业人士不同。因为他们对自己的看法不同，所以他们的行为也不同。

In the end, a person who excels in the workforce really does see themselves differently than the average professional. And because they see themselves differently, they act differently.

作为一名作家，我很高兴能与那些为世界提供极端价值的人交谈。这些人中有些人是众所周知的，有些人您从未听说过。但他们每个人都在自己的工作中表现出色。我已经能够与国家元首、专业教练、有成就的运动员、发明家和社会正义英雄坐下来。我注意到他们每个人都接受了这样一个事实，即为了无论走到哪里都能增加价值，他们需要体现一套不寻常的性格特征。

As a writer, I’ve had the pleasure of speaking with people who offer extreme value to the world. Some of these people are well known, and some you’ve never heard of. But each of them excels in their job. I’ve been able to sit down with heads of state, professional coaches, accomplished athletes, inventors, and social justice heroes. And what I noticed about each of them is they had accepted the fact that in order to add value wherever they went, they would need to embody an uncommon set of character traits.

接下来的十天是价值驱动型专业人士的共同特征。

What follows in the next ten days are the characteristics that value-driven professionals have in common.

我所说的性格特征会让你大吃一惊。

And the character traits I’m talking about will surprise you.

这与您以前读过的清单不同，这份清单以勤奋和努力工作开始。谈到成功，这些特征很重要，但这些特征更重要。

This isn’t the same list you’ve read before, a list that starts with being diligent and working hard. When it comes to being successful, those characteristics matter, but these characteristics matter more.

例如，我采访的每一位成功人士都将自己视为公开市场上的经济产品。他们每个人都对行动有强烈的偏见。他们都不介意卷入冲突，尤其是涉及不公正或不平等的问题时。他们每个人都宁愿被尊重而不是被喜欢。还有更多相似之处。

For instance, every successful person I interviewed saw themselves as an economic product on the open market. They each had a strong bias toward action. None of them had a problem engaging conflict, especially when it came to matters of injustice or inequality. Each of them would rather be respected than liked. And there were many more similarities as well.

我将这些特征称为价值驱动专业人士的十大特征。

I call these characteristics the ten characteristics of a value-driven professional.

作为一个人，你是谁是建立技能的基础，这些技能将在公开市场上转化为有形价值。

Who you are as a person is the foundation on which you will build the skills that will translate into tangible worth on the open market.

价值驱动型专业人士的十大特征的伟大之处在于它们是可以学习的。只是阅读它们观看随附的视频将开始改变您看待自己和世界的方式。

The great thing about the ten characteristics of a value-driven professional is they can be learned. Just reading them and watching the accompanying videos will begin to change how you see yourself and the world.

阅读每个条目并观看每个视频。本书的前十天会让您感到惊讶、了解和启发。

Read each entry and watch each video. The first ten days of this book will surprise, inform, and inspire you.

同样，要获得本书随附的每日免费视频，请访问 BusinessMadeSimple.com/daily 或发送一封空白电子邮件至 videos@businessmadesimple.com。

Again, to receive the free daily videos that accompany this book, visit BusinessMadeSimple.com/daily or send a blank email to videos@businessmadesimple.com.

第一天

DAY ONE

品格——将自己视为公开市场上的经济产品

Character—See Yourself as an Economic Product on the Open Market

价值驱动的专业人士将自己视为公开市场上的经济产品。

Value-driven professionals see themselves as an economic product on the open market.

大多数成功人士如何看待自己？他们将自己视为公开市场上的经济产品，并且如介绍中所述，他们痴迷于让人们对他们的投资获得丰厚的回报。

How do most successful people view themselves? They view themselves as an economic product on the open market and, as mentioned in the introduction, they are obsessed with getting people a strong return on the investment made in them.

我知道说你应该将自己视为一种经济产品听起来很功利，但这种简单的范式是在工作中取胜的关键。

I know it sounds utilitarian to say you should view yourself as an economic product, but this simple paradigm is key to winning at work.

当然，我不是在谈论你作为一个人的内在价值。我说的是你在现代经济生态系统中的价值。

Of course, I am not talking about your intrinsic value as a human being. I’m talking about your value in the ecosystem that is the modern economy.

这是事实。痴迷于成为一项好的投资的人会吸引更多的投资并享受更多的个人经济价值。当你在经济生态系统中提供更大的经济价值时，你就会得到更多的报酬、更多的责任和晋升机会，并受到寻求价值的客户的追捧。同样，那些抵制自己是公开市场上的经济产品的人不会吸引经济投资，因此无法享受为人们带来巨大投资回报所带来的好处。

Here’s the truth. People who are obsessed with being a good investment attract further investment and get to enjoy more personal economic value. When you offer greater economic value within the economic ecosystem, you are paid more, given more responsibility and promotions, and are sought after by customers looking for value. Likewise, those who resist the idea they are an economic product on the open market do not attract economic investment and so do not get to enjoy the benefits that come with giving people a great return on their investment.

大多数，如果不是全部，你所尊重的人都会给别人带来可观的投资回报。我们喜欢表现最佳的运动员，并愿意支付额外费用观看他们的比赛。我们喜欢让我们欢笑或哭泣的女演员和演员，并会花更多钱观看他们的表演。我们喜欢向我们出售产品的企业，这些产品可以解决我们给他们带来的任何问题。

Most, if not all, of the people you respect give others a terrific return on their investment. We love the athletes who perform at their best and will pay a premium to watch them compete. We love the actresses and actors who make us laugh or cry and will pay more to watch them perform. And we love the businesses who sell us products that solve whatever problem we bring to them.

就像这些高绩效者中的一个一样，您可以成为一笔了不起的投资。

Just like one of these high performers, you can become a terrific investment.

当你走进一个房间时，人们会本能地知道他们可以赌你吗？

When you walk into a room, do people know instinctively they can bet on you?

我们如何在生活和事业上取得成功？我们证明自己值得投资。

How do we succeed in life and business? We prove ourselves worthy investments.

在商业上，你的老板（或你的客户）可能真的很喜欢你，但在很大程度上，他们将你视为一项经济投资。这并没有错。甚至有人会说，从这个角度来看，这是一种诚实的关系。毕竟，你的朋友付钱给你并不是为了和他们在一起；您的客户和队友会这样做。

In business, your boss (or your customers) may really like you, but in large part, they see you as an economic investment. And there is nothing wrong with that. Some would even say that, when viewed this way, it’s an honest relationship. After all, your friends don’t pay you to be around them; your customers and teammates do.

任何雇主的梦之队成员都是积极努力让老板获得 5 倍或更高投资回报的团队成员。我知道这听起来很疯狂，但在扣除管理费用和辅助支出之后，团队成员获得 5 倍或更高的回报通常意味着公司勉强盈利。这意味着如果我们获得 50,000 美元的薪水，我们应该努力让我们工作的公司至少赚到 250,000 美元，这样公司本身才能保持健康和发展。

A dream team member for any employer is a team member who actively tries to get their boss a 5X or greater return on their investment. I know that sounds crazy, but after the cost of overhead and ancillary expenditures, a 5X or greater return on a team member usually means the company narrowly makes a profit. This means if we are paid $50,000 in salary, we should be looking to make the company we work for at least $250,000 so the company itself can stay healthy and grow.

随着我们在事业上的成长并继续提供价值，一家好的公司会让我们晋升并支付给我们更多，这样我们就可以继续提供他们投资的倍数。

As we grow in our careers and continue to offer value, a good company will move us up and pay us more so we can continue to offer a multiple on their investment.

聪明的企业主或团队成员总是会寻找方法来吸引客户或他们工作的企业为了越来越多的钱，以便他们可以继续保持越来越多的百分比的价值。

A smart business owner or team member will always look for ways they can make customers or the business they work for more and more money so that they can continue to be worth a percentage of a greater and greater number.

这不仅适用于团队成员。作为一名作家和企业主，这对我来说是真实的。我成功的唯一途径就是让别人赚很多钱。事实上，我只能保留这笔钱的一小部分。

This isn’t just true for team members. It’s true for me as a writer and business owner. The only way I succeed is if I make other people a great deal of money. The truth is, I only get to keep a small percentage of that money.

那么，我们如何取得可笑的成功呢？通过让其他人取得荒谬的成功！

So, how do we become ridiculously successful? By making other people absurdly successful!

严酷的事实是，任何团队成员如果不能从对他们的投资中获得至少 5 倍的回报，就会存在财务风险。这意味着当您被选中在公司任职时，您的老板实际上是在将自己的职业和生计押在您的表现上。

The hard truth is, any team member who does not get at least a 5X return on the investment made in them is a financial risk. This means when you are chosen to take a position at a company, your boss is literally betting their own career and livelihood on your performance.

前进的关键是成为最好的投资。如果您正在管理一个股票投资组合，并且一只股票的表现一直优于其他股票，您就会将更多资金投入该股票。选择提拔哪些团队成员时也是如此。领导者总是会将更多的资源分配给能给他们带来最大投资回报的团队成员。

The key to moving ahead is to become the very best investment possible. If you are managing a stock portfolio and one stock is consistently outperforming the others, you’ll move more of your money into that stock. The same is true when choosing which team members to promote. Leaders will always move more resources to the team members who give them the greatest return on their investment.

英特尔前首席执行官安德鲁·格罗夫在他的《高产出管理》一书中说：“一般来说，无论你在哪里工作，你都必须接受，你不是一名员工——你在一家企业中只有一名员工：你自己. 您正在与数以百万计的类似企业竞争。全世界还有数以百万计的其他人正在加快步伐，有能力做与您相同的工作，而且可能更渴望这样做。”

In his book High Output Management, Andrew Grove, former CEO at Intel, said, “As a general rule, you have to accept that no matter where you work, you are not an employee—you are in a business with one employee: yourself. You are in competition with millions of similar businesses. There are millions of others all over the world, picking up the pace, capable of doing the same work that you can do and perhaps more eager to do it.”

你能向你工作的组织阐明你的经济价值吗？如果你从事客户服务，你能计算出你节省了多少销售额，帮助公司避免了多少负面言论吗？你认为公司的薪水是你的 5 倍，因为你每天都出现吗？如果是这样，你会去成功。每个人都追逐好的投资并放弃糟糕的投资。认为这是自然法则。

Can you articulate your economic value to the organization you work for? If you’re in customer service, are you able to calculate how many sales you save, how much negative chatter you help the company avoid? Do you think the company makes 5X your salary because you show up every day? If so, you’re going to succeed. Everybody chases a good investment and divests themselves of bad investments. Consider that a natural law.

如果您拥有一家公司，您能否清楚地说明您的客户如何从他们对您的金融投资中获得回报？你卖的油漆能用得更久吗？您修剪的院子会节省客户的时间并让他们对自己的家感到自豪吗？

If you own a company, are you able to articulate how your customers get a return on their financial investment in you? Does the paint you sell last longer? Will the yard you cut save your customers time and give them a sense of pride in their home?

如果您是一项获得回报的投资，您将吸引业务、责任、晋升和更高的报酬。

If you are an investment that gets a return, you will attract business, responsibilities, promotions, and greater compensation.

成功的商业领袖的生活方式是极好的金融投资。你也应该这样过你的生活。

Successful business leaders conduct their lives so they are terrific financial investments. You should conduct your life that way too.

想知道如何做到这一点？本书的其余部分将为您提供实用技能和框架，这些将显着增加您在公开市场上的价值。继续阅读并继续观看每日视频。

Wondering how to do that? The rest of this book will give you practical skills and frameworks that will dramatically increase your worth on the open market. Keep reading and keep watching the daily videos.

第二天

DAY TWO

品格——将自己视为英雄，而不是受害者

Character—See Yourself as a Hero, Not a Victim

以价值为导向的专业人士将自己视为英雄，而不是受害者。

A value-driven professional sees themself as a hero, not a victim.

如果你要我预测某人是否会在生活中取得成功，我可以通过问一个关于他们的问题来做到这一点：他们多久将自己定位为受害者？

If you asked me to predict whether somebody will be a success in life, I could do so by asking one question about them: How often do they position themselves as a victim?

我所说的受害者是什么意思？我的意思是：他们谈论自己的频率有多高，好像他们无法控制自己的生活或未来？他们相信命运对他们不利吗？做他们相信其他人应对他们的失败负责？他们是否相信市场、天气或明星正在密谋反对他们以阻止他们取得成功？

What do I mean by victim? I mean: How often do they talk about themself as though they are not in control of their life or future? Do they believe fate has dealt them a bad hand? Do they believe other people are responsible for their failures? Do they believe the marketplace or the weather or the stars are conspiring against them to stop them from succeeding?

如果是这样，他们就不会成功。

If so, they will not succeed.

可悲的事实是，许多人确实是受害者。他们确实有压迫者。但成为受害者和英雄之间的区别在于，受害者躺下，而英雄站起来并成功战胜所有挑战和压迫者。

The sad truth is, many people really are victims. They really do have oppressors. But the difference between being a victim and a hero is that a victim lies down while a hero rises up and succeeds against all challenges and oppressors.

就个人而言，我出身贫寒。我的童年是在政府提供的住房中度过的。我们全家排队购买政府奶酪。肯定有经济因素使我们的家庭变得困难。当我和姐姐还是孩子的时候，我父亲就离开了我们，再也没有和我们说过话，而我母亲不得不长时间工作，只是为了让我们吃饱和活下去。直到她作为专业人士的最后几年，她才赚到了维持生计的工资。

Personally, I grew up poor. I spent my early childhood in government housing. Our family stood in line for government cheese. There were definitely economic factors that made it hard for our family. My father left us and never spoke to us again when my sister and I were children, and my mother had to work long hours just to keep us fed and alive. It wasn’t until her final years as a professional that she even made a living wage.

但是随着年龄的增长（我承认我在受害者心态和失败主义态度中挣扎），我母亲做了一件不可思议的事。五十多岁时，她回到学校并获得了学士和硕士学位，然后退休了。为什么？因为她想让她的孩子们知道他们可以完成任何事情。她不想让我和姐姐相信我们来自受害者的遗产。

But as we got older (and I confess I struggled with victim mentality and an attitude of defeatism), my mother did something incredible. In her late fifties, she went back to school and got her bachelor’s and master’s degrees, only to retire. Why? Because she wanted her children to know they could accomplish anything. She did not want my sister and me to believe we come from a victim legacy.

现实是，我（作为一个白人）在这个世界上经历了巨大的特权，尽管我出身贫穷。没有人害怕我的肤色，为我打开的大门对某些人没有打开。然而这并不容易。不过，我们所有人都可以像我的母亲一样，将自己从视自己为受害者转变为视自己为肩负使命的勤奋英雄。

The reality is, I (as a white man) experienced great privilege in this world even though I grew up poor. Nobody ever feared the color of my skin, and doors opened for me that don’t open for some. And yet it wasn’t easy. All of us, though, like my mother, can transform ourselves from seeing ourselves as victims to seeing ourselves as hardworking heroes on a mission.

永远，永远不要让任何人强迫你成为受害者来让你失望。如果您将自己视为受害者，人们会在试图营救您时为您感到难过或自我感觉良好，但您自己在故事中扮演了一个角色。

Never, ever let anybody keep you down by forcing you to be a victim. If you see yourself as a victim, people will either feel sorry for you or feel good about themselves while trying to rescue you, but you yourself play a bit part in the story.

但是为你在这个世界上取得成功的权利而战，数百万人将与你并肩作战。人们喜欢和英雄一起执行任务。

But fight for your right to succeed in this world and millions will fight with you. People love to join a hero on a mission.

当你观察成功人士时，你会发现他们中的大多数人都强烈反对将自己视为受害者。这是一件好事。

As you watch successful people, you’ll notice most of them have a strong aversion to seeing themselves as victims. And that’s a good thing.

在故事中，受害者只是一个角色。受害者在故事中的存在是为了让反派看起来很糟糕，而英雄看起来很好。而已。在故事的结尾，他们不会成长、改变、转变或获得任何形式的认可。这就是您永远不想扮演受害者的众多原因之一。

In stories, the victim is a bit part. The victim exists in the story to make the villain look bad and the hero look good. That’s it. They do not grow, change, transform, or receive any sort of recognition at the end of the story. And that’s one of the many reasons you never want to play the victim.

当我在这种情况下说受害者时，我真正指的是引号中的“受害者”，因为我们中的许多人发现自己在扮演受害者，即使我们根本不是受害者。

When I say victim in this context, I really mean “victim” in quotes because many of us find ourselves playing the victim even though we aren’t victims at all.

受害者是没有出路的角色。他们真的需要救援，否则他们会以某种方式受到伤害。

A victim is a character that has no way out. They really are in need of rescue or else they’re going to be hurt in some way.

但你我往往都有出路。当事情变得困难时，我们往往会进入受害者模式。或者当我们寻求同情时。或者当我们不想为自己的行为负责时。

But you and I often have a way out. We tend to move into victim mode when something gets hard. Or when we are looking for some sympathy. Or when we don’t want to take responsibility for our actions.

扮演受害者通常意味着我们将自己的缺点归咎于我们的处境，而不是我们自己。如果我们没有为完成某件事而付出必要的努力，我们可能会责怪我们的工具、我们的同事或较短的时间表。但事实可能是，如果我们再努力一点，我们本可以完成它的。

Playing the victim often means we blame our situation for our shortcomings rather than ourselves. If we don’t work as hard as necessary to accomplish something, we may blame our tools or our coworkers or the short timeline. But the truth may be that we could have gotten it done if we’d just worked a little harder.

扮演受害者的角色很诱人。受害人往往会逍遥法外，因为他们毕竟是无助的。受害者也会吸引资源，甚至可能会吸引为他们做这项工作的救援人员。

Playing the victim can be tempting. Victims are often let off the hook because they are, after all, helpless. Victims also attract resources and perhaps even a rescuer who will do the job for them.

扮演受害者的问题是它只能工作一次。人们厌倦了和“虚假受害者”在一起，因为当你在一个虚假的受害者身边时，你最终总是不得不为他们做他们的工作。最终，一个虚假的受害者会因为从真正的受害者那里窃取资源和帮助而受到憎恨。

The problem with playing the victim is it only works once. People get tired of being around “false victims” because when you’re around a false victim, you end up always having to do their work for them. Eventually, a false victim is resented for stealing resources and help from actual victims.

有能力的专业人士可以应对任何类型的挑战——甚至是不公平的挑战——但仍能找到获胜的方法。我们所有人，时不时都会受到不公平的对待，但正是英雄们战胜了压迫者，完成了他们的重要使命。

Competent professionals can deal with any sort of challenge—even unfair challenges—and yet still find a way to win. All of us, from time to time, aren’t treated fairly, but it’s the heroes who overcome their oppressors to accomplish their important mission.

在电影的结尾，受害者被救护车拖走，但英雄因为与压迫者的战斗而流血和撕裂，得到了奖励。

At the end of the movie, the victim is hauled off in an ambulance, but the hero, bloodied and torn because they battled their oppressor, is given a reward.

在生活中，受害者的角色（我们在生活中有时都是真正的受害者）是暂时的。当我们真正成为受害者时，我们该怎么办？我们呼救。然后我们聚集必要的力量变回英雄。

In life, the victim role (and we are all true victims at times in our lives) is temporary. What do we do when we are truly victims? We call out for help. Then we gather the strength necessary to transform back into a hero.

你会注意到生活中最有影响力、最成功的人会很快从错误中吸取教训，渴望证明自己的价值而不要求施舍，并迅速为自己的缺点承担责任，希望下次有机会证明自己。

You will notice the most influential, successful people in life are quick to learn from their mistakes, eager to prove their worth without asking for charity, and fast to take responsibility for their shortcomings, hoping to prove themselves the next time they get a chance.

受害者不会带头冲锋陷阵。受害者不去救别人。受害者不会获得力量并战胜他们的俘虏。只有英雄才会做这些事。

Victims do not lead the charge into the fight. Victims do not rescue others. Victims do not gain strength and overcome their captor. Only heroes do these things.

只有你才能决定你是受害者还是英雄。这不是我或其他任何人给你的身份。这完全取决于您如何看待自己。

Only you get to decide whether you are a victim or a hero. It’s not an identity I or anybody else gets to place on you. It’s all about how you see yourself.

我要求您选择不将自己视为受害者。它会结束你的个人发展。的确，有些人比其他人需要克服更多。但你克服的越多，你的英雄故事就越大。

I ask that you choose not to see yourself as a victim. It will end your personal development. It’s true that some people have to overcome more than others. But the more you overcome, the greater your heroic story.

如果您遇到挑战并想将自己视为受害者，请记住这一点：走得最远的人将带着最强大的力量抵达目的地。继续战斗。不要放弃。

If you have a challenge and are tempted to see yourself as a victim, remember this: Those who journey the farthest will arrive with the most strength. Keep fighting. Don’t quit.

我承认，不把自己视为受害者的斗争是一场持续的战斗。事实上，受害者心态常常是我下意识的反应。无论是接受来自某个人的建设性批评朋友或在互联网上被巨魔点亮，我必须提醒自己我不是受害者。这个世界上有真正的受害者需要帮助。我是一个努力学习和变得更好的英雄，因为和你一样，我是一个肩负着改变世界使命的英雄。我希望每个人都接受商业教育，将他们转变为以价值为导向的专业人士。

I confess that the fight not to see myself as a victim is an ongoing battle. In fact, a victim mentality is often my knee-jerk reaction. Whether it’s in accepting constructive criticism from a friend or getting lit up by a troll on the internet, I have to remind myself I am not a victim. There are real victims in this world who need help. I am a hero trying to learn and get better because, like you, I am a hero on a mission to transform the world. I want every human being to have a business education that will transform them into a value-driven professional.

那么，面对挑战，我要做的，就是包扎伤口，继续战斗。

What I must do in the face of challenges, then, is to bandage my wounds and continue the fight.

你也必须如此。你的任务太重要了，不能承受受害者的命运。

So must you. Your mission is too important to suffer the victim’s fate.

扮演英雄。

Play the hero.

第三天

DAY THREE

性格——知道如何缓和戏剧性

Character—Know How to De-escalate Drama

以价值为导向的专业人士知道如何缓和戏剧性事件。

A value-driven professional knows how to de-escalate drama.

关于伟大的领导者，您会注意到以下几点：他们知道如何缓和戏剧性事件。

Here’s something you will notice about great leaders: They know how to de-escalate drama.

你越善于保持冷静并帮助周围的人保持冷静，你就会越受尊重，你就越会被选中晋升。

The better you are at keeping your cool and helping others around you keep their cool, the more respected you will be and the more you will be chosen to move up.

当一个人试图引起人们的注意时，通常会出现不必要的戏剧。戏剧是一些人如何完成他们的议程。例如，如果你不希望人们批评你，那么通过戏剧化的方式对批评反应过度，你将确保人们永远不会再批评你。也就是说，要你的脸。可悲的是，戏剧化意味着他们会整天在背后批评你。

Unnecessary drama usually exists when a person is trying to bring attention to themself. Drama is how some people accomplish their agenda. If you don’t want people to criticize you, for example, overreact to criticism by being dramatic and you’ll ensure people will never criticize you again. That is, to your face. Being dramatic, sadly, will mean they criticize you all day long behind your back.

戏剧化的人会把房间里的能量吸到自己身上。这对于舞台上的演员来说再合适不过了，但在现实生活中，尤其是在商业环境中，它会扼杀你的事业。

A dramatic person sucks the energy out of the room and into themselves. This is perfectly appropriate for an actor on a stage, but in real life, and especially in a business environment, it will kill your career.

每个人每天都有一定的精力来度过。凭借这种能量，他们可以满足自己的需求、同事的需求以及他们关心的人的需求。然而，戏剧化的人会偷走你的能量，所以你没有任何东西可以照顾自己或他人。

Every person has a certain amount of energy to spend each day. With that energy they meet their own needs, the needs of their coworkers, and the needs of the people they care about. Dramatic people, however, steal your energy so you don’t have anything left to take care of yourself or others.

出于这个原因，戏剧化的人可能会令人反感，而且大多数人都试图远离他们。

For this reason, dramatic people can be off-putting, and most people try to stay away from them.

那么，你如何成为一个降级而不是制造戏剧的人呢？

So, how do you become somebody who de-escalates rather than creates drama?

关键是要缩小戏剧差距。

The key is to close the drama gap.

如果你根据 1 到 10 的等级给一个情况打分，那么要成为一个平衡的人，关键是要达到或低于它在等级上的价值的戏剧水平。

If you rate a situation on a scale of 1 to 10 regarding the drama it deserves, the key to being a balanced person is to meet the level of drama at or below its worthiness on the scale.

如果有人登录你的电脑查看他们的个人电子邮件却忘记注销，而你把电脑扔到房间另一头作为回应，你就把戏剧性的差距拉得太大了。你反应过度了。

If somebody logged into your computer to check their personal email and forgot to log out and you respond by throwing the computer across the room, you’ve opened the drama gap too wide. You’ve overreacted.

这是一般的想法：

Here’s the general idea:

我们尊重那些反应稍微低于而不是超过某种情况应有的戏剧性水平的人。我们相信能够保持冷静并缓和局势的人，这样处理真正重要情况所需的关键能量就不会浪费。

We respect people who react a little under, not over, the level of drama a situation deserves. We trust people who can remain calm and de-escalate drama so that crucial energy needed to deal with a truly important situation is not wasted.

第一个登上月球的人尼尔·阿姆斯特朗 (Neil Armstrong) 以在任何情况下都能从容应对而著称。无论他周围发生什么混乱，他都可以着陆飞机，后来帮助将登月舱降落在月球上。当被赋予一项不朽的任务时，成为一个戏剧化的人将不符合你的利益。

Neil Armstrong, the first man to walk on the moon, developed the reputation of being unflappable in any situation. No matter what chaos was going on around him, he could land the plane and, later, help land a lunar module on the moon. When tasked with something monumental, being a dramatic person will not serve your interests.

那么，您如何降低戏剧性？

So, how do you de-escalate drama?

在戏剧性的情况下要问的一个关键问题是：一个冷静而有计划的人会如何处理这种情况？

A crucial question to ask during a dramatic situation is this: How would a calm and calculated person handle this situation?

当您将自己的情绪从某种情况中移开并像您在编写脚本而不是生活在脚本中一样做出响应时，您会惊讶地发现正确的响应变得如此清晰。

You’ll be amazed at how clear a right response becomes when you remove yourself emotionally from a situation and respond as though you were writing the script rather than living inside the script.

一位朋友曾经告诉我，他正在和他的妻子吵架，当他走出自己去观看这一幕时，他意识到自己是一个戏剧性的混蛋，就像在电影中一样。他没有让戏剧升级，而是向妻子承认他对自己的表现感到有点尴尬，要求几分钟，然后回来道歉。

A friend once told me he was in an argument with his wife, and when he stepped outside himself to watch the scene as though it were in a movie, he realized he was being a dramatic jerk. Instead of escalating the drama, he confessed to his wife that he felt a little embarrassed about how he was acting, asked for a few minutes, and then came back and apologized.

在他们和好之后，他惊讶地发现她更加尊重他，因为他能够缓和局势，而不是在争论中获胜。

After they made up, he was surprised to see how much more she respected him because he was able to de-escalate drama rather than fight it out until he won the argument.

事实上，我们都不必成为情绪的奴隶。我们的情绪不必变成行动。

The truth is, none of us has to be a slave to our emotions. Our emotions do not have to become actions.

随着时间的推移，一个在压力下保持冷静并缓和冲突的人将赢得尊重并被选为领导者。

Over time, a person who stays cool under pressure and de-escalates drama will gain respect and be chosen to lead.

第四天

DAY FOUR

品格——接受反馈作为礼物

Character—Accept Feedback as a Gift

以价值为导向的专业人士知道反馈是一种礼物。

A value-driven professional knows feedback is a gift.

当我们出生时，人们惊奇地聚集在我们周围。每个人都想拥抱我们，赞美我们，庆祝我们的存在。为什么？因为没有什么比新生儿更值得无条件的爱了。

When we were born, people gathered around us in amazement. Everybody wanted to hold us, praise us, and celebrate our existence. Why? Because nothing is more deserving of unconditional love than a newborn baby.

然而，随着年龄的增长，对我们的期望也越来越高。我们被教导什么是安全的，什么是危险的，什么是适当的和不适当的，然后是道德的和不道德的。

As we get older, though, more is expected of us. We are taught what is safe and what is dangerous, what is appropriate and inappropriate, and later what is moral and immoral.

有能力的成年人的标志是他们接受反馈的能力。孩子的标志是他们期待没有价值的表扬。

A mark of a competent adult is their ability to accept feedback. The mark of a child is their expectation of praise without merit.

孩子们因为简单的存在而受到表扬，而成年人则被期望学习、变得更好并回馈社会。

Children get praised for simply existing while adults are expected to learn, get better, and give back.

虽然通常很难接受反馈，尤其是在不请自来的情况下，但能够这样做是成熟的标志，会给你在市场上的竞争优势。

While it can often be hard to accept feedback, especially if it is uninvited, the ability to do so is the sign of maturity and will give you a competitive advantage in the marketplace.

那些能够接受可信赖的导师和朋友的反馈的人能够提高他们的社交和专业能力。

Those who can accept feedback from trusted mentors and friends are able to improve upon their social and professional abilities.

世界上许多最成功的人都建立了他们从同龄人那里获得反馈的惯例。

Many of the world’s most successful people have established a routine in which they get feedback from their peers.

您也可以建立一个例程，在其中您可以获得有关您的专业表现的反馈。你能做得更好吗？你能在按时完成任务方面做得更好吗？是否有您不知道的技术可以提高您的生产力或效率？你是否以不专业的行为惹恼了周围的人？

You, too, can establish a routine in which you get feedback about your professional performance. Could you be doing better work? Could you do better about hitting deadlines? Are there techniques you don’t know about that would make you more productive or efficient? Are you annoying the people around you with unprofessional behavior?

在我的公司，每个团队成员每周都会与他们的老板举行站立会议，并进行季度绩效评估。在这些诚实的会议上，绩效受到批评，因此他们性能可以提高。然后，在年底，根据该绩效提供薪酬方案。因此，对反馈的回应与他们的个人经济价值直接相关。

At my company, every team member has a weekly stand-up meeting with their boss and a quarterly performance review. In these honest meetings, performance is critiqued so that their performance can improve. Then, at the end of the year, a compensation package is delivered based on that performance. Responding to feedback, then, is directly associated with their personal economic worth.

如果你工作的公司没有运行你获得反馈的执行系统，那么在你的日历上设置一个季度会议，与一位以某种身份与你一起工作的导师或朋友会面。向他们征求意见。不断询问他们哪里可以改进。

If the company you work for does not run an execution system in which you get feedback, set a quarterly meeting on your calendar with a mentor or friend who works alongside you in some capacity. Ask them for feedback. Consistently ask them where you can improve.

要在您的生活中建立反馈循环，请考虑以下想法：

To establish a feedback loop in your life, consider these ideas:

1.选择将您的最大利益放在心上的人。

1.Choose people who have your best interests at heart.

2.以重复的方式安排会议——每季度或每月。

2.Schedule meetings in a repeating routine—every quarter or every month.

3.建立一套常规问题：

3.Establish a routine set of questions:

你见过我不专业的行为吗？

Have you seen me act unprofessionally?

你有没有注意到我遗漏了什么？

Have you noticed that I’ve been missing something?

我在做什么可以改进？

What am I doing that I can improve upon?

你信任的朋友的诚实观察是帮助你发展专业肌肉的营养素。

The honest observations of your trusted friends are the nutrients that will help grow your professional muscles.

在他们提供反馈后，询问他们是否遗漏了什么。也许有些事情您完全错过了，但需要了解才能改进。

After they offer feedback, ask them if they are leaving anything out. Perhaps there is something you have missed completely but need to know about in order to improve.

感谢他们的反馈，然后将他们分享的内容应用到您的工作中。反馈是没有意义的，除非它被用来帮助我们改变和采取行动。

Thank them for the feedback and then apply what they’ve shared to your work. Feedback is meaningless unless it is used to help us change and take action.

接受和消化反馈可以成为你成为强大、称职的专业人士的秘密武器。很少有人有能力听到并接受反馈。如果你这样做，你将以你从未想象过的方式在个人和专业上成长。

Accepting and metabolizing feedback can be your secret weapon to becoming a powerful, competent professional. Very few people have the ability to hear and accept feedback. If you do, you will grow personally and professionally in ways you never imagined.

第五天

DAY FIVE

品格——知道处理冲突的正确方法

Character—Know the Right Way to Engage in Conflict

以价值为导向的专业人士知道处理冲突的正确方法。

A value-driven professional knows the right way to engage in conflict.

很少选择避免冲突的人来领导。

Conflict-avoidant people are rarely chosen to lead.

为什么？因为所有人类进步都是通过冲突发生的。如果不参与和解决冲突，您就无法攀登一座山、建造一座桥梁、创建一个社区或发展一家企业。

Why? Because all human progress happens by passing through conflict. You cannot climb a mountain, build a bridge, create a community, or grow a business without engaging in and navigating conflict.

积极的抱负总会遇到阻力。

Positive ambition will always meet resistance.

经理的主要工作是解决冲突。无论他们是在与不满意的客户交谈、解雇表现不佳的员工、报告不尽如人意的数据，还是与竞争对手对抗，冲突和成功是相辅相成的。

A manager’s primary job is to navigate conflict. Whether they’re talking to an unhappy customer, letting go of an underperforming employee, reporting less-than-favorable data, or confronting a competitor, conflict and success go hand in hand.

如果你避免冲突，你就不会取得成功。

If you avoid conflict, you will not achieve success.

那么，我们如何以对自己和周围的每个人都有利的方式来处理冲突呢？

So, how do we navigate conflict in such a way that we benefit ourselves and everybody around us?

了解这四种策略将帮助任何人解决冲突，从而在职业生涯中取得成功。

Understanding these four tactics will help anybody navigate conflict in order to succeed in their careers.

1.期待冲突。冲突是合作的自然副产品。当人们一起工作时，无论是在企业中还是在社会中，在确定我们如何前进时都会有紧张感。冲突没有错；它是进步的副产品。

1.Expect conflict. Conflict is a natural by-product of collaboration. When people work together, whether in a business or a society, there will be tension in sorting out how we will move forward. Conflict is not wrong; it’s the by-product of progress.

2.控制你的情绪。当冲突变得情绪化时，冲突就会失控。当你对你所面对的人感到轻蔑和愤怒时，你已经关闭了大脑中理性、合理的部分，更有可能使戏剧升级。当你卷入冲突时，尽量保持冷静和理智。

2.Control your emotions. Conflict gets out of hand when it becomes emotional. When you feel contempt and anger for the person you are confronting, you’ve turned off the rational, reasonable part of your brain and are more likely to escalate drama. Try to remain calm and reasonable as you engage in conflict.

3.肯定你面对的人。当人们面对面时，他们常常会在自己的身份层面上感到受到威胁。确保做出肯定和尊重的陈述，即使在您面对时也是如此。

3.Affirm the person you are confronting. When people are confronted, they often feel threatened at the level of their identity. Make sure to make statements that affirm and respect, even as you confront.

4.明白你可能是错的。当个人认为自己的想法很珍贵时，冲突就会增加。永远记住，冲突的重点是进步，而不是证明你是对的。通过与与您交谈的任何人合作，使他们和他们的职业受益，从而朝着积极的方向前进。

4.Understand you could be wrong. Conflict increases when individuals hold their own ideas as precious. Always remember the point of conflict is progress, not proving you are right. Make the goal to move in a positive direction by collaborating with whomever you are talking with about benefiting them and their career.

以价值为导向的专业人士喜欢健康的冲突，就像专业运动员喜欢良好锻炼带来的痛苦一样。正是通过健康的冲突和紧张，我们才能取得进步。

A value-driven professional loves healthy conflict the way a professional athlete loves the pain of a good workout. It’s through healthy conflict and tension that we make progress.

处理好冲突，你会被赋予越来越多的责任。

Manage conflict well and you will be given more and more responsibility.

第六天

DAY SIX

品格——渴望被信任和尊重多于喜欢

Character—Long to Be Trusted and Respected More Than Liked

一个以价值为导向的专业人士更希望被信任和尊重，而不是他们想要被喜欢。

A value-driven professional wants to be trusted and respected more than they want to be liked.

团队成员真正想从领导那里得到什么？

What do team members really want from a leader?

业余领导者更关心让他们的团队成员喜欢他们，而不是让他们的团队成员尊重他们。但友谊并不是团队成员最希望从领导那里得到的。团队成员最想要的是清晰。

Amateur leaders are more concerned with getting their team members to like them than they are in getting their team members to respect them. But friendship is not what team members want most from their leaders. What team members want most is clarity.

一个想要被人喜欢胜过被尊重的篮球教练将建立一支输掉一场又一场比赛的球队。

A basketball coach who wants to be liked more than they want to be respected will build a team that loses game after game.

当然，每个人都希望受到友善和尊重的对待，但是从长远来看，一个没有设定明确期望并指导团队走向胜利的善良、尊重的领导者会让团队成员感到沮丧。而这种挫败感将使领导者失去尊重。

Certainly, everybody wants to be treated with kindness and respect, but a kind, respectful leader who does not set clear expectations and coach their team toward victory is going to frustrate team members in the long run. And that frustration will cost that leader respect.

许多新任管理者对自己被选为领导者时与同事的关系会发生怎样的变化感到困惑。曾经是朋友的人不再向他们倾诉。当他们走进一个房间时，欢声笑语常常会停止，他们与团队中的同龄人之间的距离开始拉开。

Many new managers are confused at how relationships with peers change when they are chosen to lead. People who were once friends stop confiding in them. The laughing and joking often stops when they walk into a room, and a slight distance begins to grow between them and the peers who serve on their teams.

这种动态是自然的。

This dynamic is natural.

这种距离不会发生，因为团队不再喜欢领导者。事实上，团队通常比以前更尊重他们的朋友。距离的发生是因为他们曾经的朋友的突然反对可能会让他们丢掉工作。

This distance doesn’t happen because the team has stopped liking the leader. In fact, the team often has more respect for their friend than they did before. The distance happens because suddenly disapproval from their onetime friend could cost them their job.

随着您职业生涯的发展，请注意不要把您新获得的地位看成是针对您个人的。与其试图被喜欢（这很诱人），不如赢得团队成员的尊重。

As you grow in your career, be careful not to take your newly earned status personally. Instead of trying to be liked (which will be tempting), earn your team members’ respect.

以下是每个人都尊重领导者的三件事：

Here are three things everybody respects in a leader:

1.明确的期望。以价值为导向的领导者着眼于大局，让他们的团队了解公司或部门的发展方向。整个团队的目标是什么？当您询问团队成员他们的老板对他们有何期望时，该团队成员应该知道；否则，他们就没有得到很好的领导。

1.Clear expectations. A value-driven leader focuses on the big picture, letting their team know where the company or division is going. What’s the goal of the team as a whole? When you ask a team member what their boss expects of them, the team member should know; otherwise, they are not being led well.

2.问责制。艾米负责每个月上交库存报告吗？预计布拉德每天要打十五个销售电话吗？让他们知道并在每日站立会议中让他们负责。

2.Accountability. Is Amy in charge of turning in inventory reports every month? Is Brad expected to make fifteen sales calls per day? Let them know and keep them accountable in a daily stand-up meeting.

3.对良好表现的奖励。一旦你解释了大局并设定了明确的个人期望，你就会想要确认团队做得很好，并挑战和支持他们缩小绩效差距。不要让你的团队从事读心术业务。即使他们显然符合您的期望，除非您告诉他们，否则他们不会相信。

3.Rewards for good performance. Once you explain the big picture and set clear individual expectations, you’ll want to affirm the team is doing a good job and challenge and support them to close performance gaps. Do not put your team in the mind-reading business. Even if they clearly meet your expectations, they won’t believe it until you tell them.

当您设定明确的期望、为这些期望提供责任并奖励良好的表现时，您的团队就会蓬勃发展。花更少的时间试图让人喜欢，多花时间给你的团队明确的期望，你将赢得他们的尊重。

When you set clear expectations, provide accountability for those expectations, and reward good performances, your team will thrive. Spend less time trying to be liked and more time giving your team clear expectations and you will earn their respect.

第七天

DAY SEVEN

性格——偏向于行动

Character—Have a Bias toward Action

以价值为导向的专业人士偏向于行动。

A value-driven professional has a bias toward action.

我从未见过两个相同的成功人士。我遇到过谦虚的成功人士和傲慢的人。我遇到过富有创造力的成功人士和缺乏创造力的成功人士。我遇到过精力充沛的成功人士，也遇到过其他轻松自在的人，你想知道他们最初是如何成功的。

I’ve never met two successful people who are the same. I’ve met successful people who are humble and others who are arrogant. I’ve met successful people who are creative and successful people who are uncreative. I’ve met successful people with frantic energy and others who are so at ease you wonder how they ever became successful in the first place.

说实话，成功更多的是完全做你自己，而不是任何一种公式。不同的人有不同的超能力，当我们充分发挥自己的超能力时，我们就会开始在事业上看到积极的进步。

Truthfully, becoming successful is more about fully being yourself than it is about any kind of formula. Different people have different superpowers, and when we fully live into our superpowers, we start seeing positive progress in our careers.

也就是说，每个成功人士都有一个共同点：他们偏向于行动。

That said, there is one thing every successful person has in common: They have a bias toward action.

我所说的偏向于行动的意思是他们不会让想法死在藤蔓上。他们采取行动使这些想法成为现实。

What I mean by a bias toward action is they do not let ideas die on the vine. They take action to make those ideas happen.

在我们的办公室周围，我们称之为“在端区接球”。我们之所以这样说，是因为我们知道制定战术、进行鼓舞士气的演讲，甚至是将球带入球场的艰苦工作都不会产生分数。唯一能产生分数的是把球放在端区。

Around our office, we call this “getting the ball in the end zone.” We say this because we know drawing up plays, giving pep talks, and even the hard work of driving the ball down the field does not produce points. The only thing that produces points is putting the ball in the end zone.

成功人士让真实的事情在现实世界中发生。他们不会让自己最好的生活停留在想象中。

Successful people make real things happen in the real world. They do not let their best life get stuck in their imaginations.

事实上，令我惊讶的是，我遇到过很多成功人士，但我发现他们并不是特别聪明。也就是说，当我与他们交谈时，我意识到他们没有很好地阅读或想象力。当我想知道这些简单的思想家怎么会拥有如此大的影响力和金钱时，我意识到这是因为他们对行动有着难以置信的强烈偏见。

In fact, it’s been surprising to me how many successful people I’ve met who I did not find to be especially intelligent. That is, as I’ve talked with them, I realized they were not well read or imaginative. And as I’ve wondered how such simple thinkers could end up with so much influence and money, I’ve realized it’s because of their incredibly strong bias toward action.

虽然其他人可能有绝妙的想法或能够从多个角度看待一个重要问题，但以行动为导向的人却善于把事情做好。

While others may have terrific ideas or be able to see an important issue from many angles, action-oriented people are good at getting things done.

当你试图建立你的公司或你的事业时，要知道只要你每天醒来并采取行动，你几乎可以击败市场上的任何人。

As you attempt to build your company or your career, know that you can beat just about anybody in the marketplace as long as you wake up every day and take action.

稍后，我将向您展示一个个人生产力框架，它可以帮助您完成更多工作，但现在，要知道做白日梦和谈论想法并不能在记分牌上加分。只有当我们在现实世界中做出真实的事情时，我们的世界才会开始改变并变得更好。

Later, I’ll show you a personal productivity framework that will help you get more done, but for now, know that daydreaming and talking about ideas do not put points on the scoreboard. It’s only when we make a real thing happen in the real world that our world begins to change and get better.

第八天

DAY EIGHT

品格——不要选择迷茫

Character—Do Not Choose to Be Confused

以价值为导向的专业人士不会选择迷茫。

A value-driven professional does not choose to be confused.

我的商业教练道格·凯姆 (Doug Keim) 曾经对我说过的话一直很重要。我们在电话里聊天，我问关于某位员工一年多来表现不佳。我已经重复他的话一千次了，它们帮助我做出更好的决定并完成了工作。

Something my business coach, Doug Keim, once said to me has stuck. We were talking on the phone and I was asking about a certain employee who had been underperforming for over a year. I’ve come back to his words a thousand times and they’ve helped me make better decisions and get things done.

他是这样说的：“唐，别再选择困惑了。”

He said this: “Don, stop choosing to be confused.”

本质上，道格是在说我完全清楚自己需要做什么；我只是不想这样做。

Essentially, Doug was saying I knew full well what I needed to do; I just didn’t want to do it.

我需要让那个人离开。是时候了。

I needed to let the person go. It was time.

从那时起，我了解到大多数我们认为令人困惑的情况实际上并不令人困惑。事实上，伪装成困惑的往往是我们想要避免冲突和不愿采取行动的愿望。

Since then, I’ve learned most situations we believe are confusing are not actually confusing. In fact, what masquerades as confusion is often our desire to avoid conflict and our unwillingness to take action.

例如，我们通常知道我们是需要买东西还是把钱存起来。我们知道我们是否需要向某人道歉。我们知道我们是该出去还是该睡觉。我们实际上并不困惑。我们只是不想做我们需要做的事情，所以我们选择混淆来逃避责任。

We usually know, for example, whether we need to buy something or put the money into savings. We know whether we need to apologize to somebody. We know whether or not we should be going out or going to bed. We are not actually confused. We just don’t want to do the thing we need to do, and so we choose confusion to avoid responsibility.

然而，一个以价值为导向的专业人士能够通过客观的镜头看世界，他们不会让“取悦他人”、次要欲望或避免冲突影响他们头脑的清晰度。

A value-driven professional, though, is able to see the world through an objective lens, and they do not let “people pleasing,” lesser desires, or conflict-avoidance affect their clarity of mind.

你最后一次遇到一个总是对自己应该做什么感到困惑的高影响力的人是什么时候？可能永远不会。成功的人不会生活在混乱中；他们生活在清晰中。这并不是因为他们能清楚地看到世界而我们其他人却看不到。事实上，我们都相当清楚地看到这个世界。我们只是选择迷茫。

When’s the last time you met a high-impact individual who was always confused about what they should be doing? Likely never. Successful people do not live in confusion; they live in clarity. And it’s not because they see the world clearly and the rest of us don’t. The truth is, we all see the world fairly clearly. We just choose to be confused.

我发现通常我选择混淆的三个原因之一：

I’ve found there are usually one of three reasons I am choosing to be confused:

1.我很讨人喜欢。我担心如果我做我知道我需要做的事，其他人是否还会喜欢我。

1.I’m people pleasing. I worry about whether or not other people will still like me if I do what I know I need to do.

2.我会丢脸的。我担心如果我做正确的事，其他人（通常是陌生人）会怎么看我。

2.I’ll lose face. I am worried about what other people (often strangers) will think of me if I do the right thing.

3.害怕。我担心做正确的事会带来财务或身体上的后果。

3.Fear. I fear the financial or physical consequences of doing the right thing.

它帮助我在困惑的时候真正说出让我困惑的是什么。无论是讨人喜欢、丢面子还是恐惧，只要我给它起个名字，混乱就会消退。

It helps me in times of confusion to actually name what it is that is making me confused. Whether it’s people pleasing, losing face, or fear, the confusion tends to subside the moment I give it a name.

在看似令人困惑的情况下，我们必须问自己的问题是：如果我是一个不同的人，从外面看我的生活，应该采取什么明显正确的行动？

The question we must ask ourselves in situations that seem confusing is this: If I were a different person, looking at my life from the outside, what would be the obvious right action to take?

如果我们没有被（选择的）困惑所阻碍，这个问题的答案将揭示需要发生什么。

The answer to this question will reveal what needs to happen if we were not held back by (chosen) confusion.

第九天

DAY NINE

品格——坚持不懈地乐观

Character—Be Relentlessly Optimistic

一个以价值为导向的专业人士是不屈不挠的乐观主义者。

A value-driven professional is relentlessly optimistic.

当生命中绝大部分的日子都过得非常好时，为什么我们会如此害怕事情会变坏呢？

When the overwhelming majority of life’s days work out terrifically, why do we live in so much fear that things are going to go bad?

原因是因为，作为人类，我们是灵长类动物。灵长类动物非常擅长评估和避免威胁。

The reason is because, as human beings, we are primates. And primates are very good at assessing and avoiding threats.

也许，甚至，太好了。

Perhaps, even, too good.

你的大脑旨在让你活着。这是它的主要工作。这意味着，作为灵长类动物，你非常优秀预测会出什么问题。你很擅长从屋顶边缘退后一步，这样你就不会掉下来，而且你很擅长感知一个人是否危险。

Your brain is designed to keep you alive. That is its primary job. What that means is, as a primate, you are incredibly good at anticipating what could go wrong. You’re good at stepping back from the edge of the roof so you don’t fall off, and you’re good at sensing whether or not a person is dangerous.

如果你不擅长这些事情，你可能已经死了。

If you weren’t good at those things, you’d likely be dead.

我们不仅仅擅长感知物理威胁。我们善于避免尴尬，因为尴尬会让我们失去在我们所属部落中的地位。我们善于远离可能会失败的冒险活动，因为失败可能会耗费我们生存所需的资源。

And we’re good at a lot more than sensing physical threats. We are good at keeping ourselves from being embarrassed because being embarrassed could cost us our standing in whatever tribe we belong to. And we’re good at staying away from risky endeavors in which we might fail, as failure could cost us the resources we need to survive.

的确，通过更敏感的风险/回报视角看待生活的人确实倾向于过比其他人更安全的生活。他们损失更少，因为他们承担的风险更少。

It is true that people who see life through a more sensitive risk/reward lens do tend to live lives that are safer than others. They lose less because they risk less.

但他们也因为风险较小而获益较少。

But they also gain less because they risk less.

如果我们不小心，我们避免风险的愿望可能会伪装成愤世嫉俗。例如，当人们开始谈论成功时，愤世嫉俗者会翻白眼。为什么？通常，这是因为他们害怕冒险，但又不想承认自己的恐惧。

If we aren’t careful, our desire to avoid risk can mask itself as cynicism. When people start talking about succeeding, for example, a cynic rolls their eyes. Why? Often, it’s because they are afraid to risk but don’t want to admit their fear.

事实是，虽然生活中有些成功的机会行不通，但有些机会确实有效，你越是坚持不懈地乐观，你就越能享受到尝试带来的回报。

The truth is, while some opportunities to succeed in life don’t work, some opportunities actually do, and the more relentlessly optimistic you are, the more you get to enjoy the rewards that come with trying.

通过保持不懈的乐观，你会大大增加你在某个时候成功的机会。你越乐观，你就越愿意尝试——你尝试的越多，你就越经常体验到成功。

By staying relentlessly optimistic, you dramatically increase the chances that at some point you will succeed. The more optimistic you are, the more you will be willing to try—and the more you try, the more often you will actually experience success.

有影响力的人相信惊人的事情会发生。当他们尝试失败时，他们几乎立即忘记了失败，因为他们对下一次机会感到非常兴奋。

High-impact people believe amazing things can happen. And when they try and fail, they forget their failure almost instantly because they are so excited about the next opportunity.

给我看一个成功的人，我会告诉你一个比大多数人都失败的人。给我看一个不成功的人，我会给你看一个失败几次后就放弃的人次。这是违反直觉的，但成功的人比不成功的人失败的次数更多。只是他们对生活抱有乐观的态度，重新振作起来。

Show me a successful person and I will show you somebody who has failed more than most. Show me an unsuccessful person and I’ll show you somebody who quit after failing a few times. It’s counterintuitive, but successful people have failed more often than unsuccessful people. It’s just that they had an optimistic attitude about life and got back up.

这在生活的各个领域都是如此，从人际关系到运动再到商业。

This is true in every area of life, from relationships to sports to business.

多年前，我采访了皮特卡罗尔，当时他是西雅图海鹰队教练的第二年。我问他有什么特别的信念，那就是每次他参加比赛，他都会赢。无论是跳棋、国际象棋还是足球，他实际上相信他会赢得他参加的每一场比赛。

Years ago, I interviewed Pete Carroll, then in his second year as coach of the Seattle Seahawks. I asked him about a specific belief he had, which is that every time he competes, he’s going to win. Whether in checkers, chess, or football, he actually believes he’s going to win every contest he enters.

我忍不住问：“教练，你输了怎么办？”

I couldn’t help but to ask, “Coach, what happens when you lose?”

教练向后靠在沙发上，举起双臂。“我感到震惊！” 他说。“每次。我的意思是，老实说，唐，我从来没有预料到它会到来。”

Coach leaned back in his couch and threw up his arms. “I’m shocked!” he said. “Every time. I mean, honestly, Don, I never see it coming.”

“你每次都感到震惊？” 我问。

“You’re shocked, every time?” I asked.

“每次。我从没想过会输。”

“Every time. I never expect to lose.”

如果你仔细想想，卡罗尔教练的哲学是绝妙的。通过保持不懈的乐观，他保持了不断尝试和永不放弃的能量。在我采访他一年后，他和他的海鹰队赢得了超级碗。

If you think about it, Coach Carroll’s philosophy is brilliant. By staying relentlessly optimistic, he sustains the energy to keep trying and to never give up. Only a year after I interviewed him, he and his Seahawks won the Super Bowl.

第二年，他们又回到了超级碗，并在最后一场比赛中输掉了比赛。我猜 Pete Carroll 感到震惊，至少有一分钟，然后他再次对明年的机会感到兴奋。

And the next year they went back to the Super Bowl and lost the game on the final play. I’m guessing Pete Carroll was shocked, at least for a minute, before he got excited again about the next year’s opportunity.

没有什么比预先确定的认为事情不会成功的信念更能让你付出生命的代价了。

Nothing will cost you more in life than a predetermined belief that things aren’t going to work out.

生活是一场统计游戏。没有任何保证，但您付出的积极努力越多，您获胜的可能性就越大。

Life is a game of statistics. There are no guarantees, but the more positive effort you put in, the more likely you will be to win.

第十天

DAY TEN

品格——拥有成长心态

Character—Have a Growth Mindset

以价值为导向的专业人士具有成长心态。

A value-driven professional has a growth mindset.

斯坦福大学教授卡罗尔·德韦克 (Carol Dweck)在她的《心态》一书中写道，两种心态在很大程度上预示着个人或团队的成败。第一种是固定型思维。那些拥有固定心态的人认为他们的性格特征和能力在很大程度上是无法改变的，他们就是他们自己，他们没有能力进化成更好的自己。

In her book Mindset, Stanford professor Carol Dweck wrote about two mindsets that, to a large degree, predict the success or failure of an individual or team. The first is a fixed mindset. Those who have a fixed mindset believe their character traits and abilities are largely unchangeable, that they are who they are and they are not capable of evolving into a better version of themselves.

具有固定型思维模式的人记录了他们的智慧和能力，但不相信他们可以在这两个方面有所提高。

People with a fixed mindset document their intelligence and abilities but do not believe they can improve on either.

因为那些拥有固定型思维模式的人认为他们天生具有固定的智力水平，所以他们害怕在别人面前显得愚蠢。他们不相信自己可以学到任何新东西，因此当他们受到批评或失败时会变得防御。为什么他们会变得防御？因为他们不相信自己可以学得更好。

Because those with a fixed mindset believe they were born with a fixed level of intelligence, they have a fear of sounding dumb in front of others. They do not believe they can learn anything new and so become defensive when they are criticized or when they fail. Why do they become defensive? Because they do not believe they can learn to do better.

Dweck 揭示的第二种心态是成长型心态。德韦克发现，具有成长型思维模式的人相信他们的大脑具有适应性，可以变得更聪明。他们更愿意接受挑战，并不认为失败是对他们身份的谴责。

The second mindset Dweck revealed was a growth mindset. Dweck found that people with a growth mindset believed their brains were adaptable and could get smarter. They were more willing to embrace challenges and did not see failure as a condemnation of their identity.

在她对学生的研究中，Dweck 发现那些具有成长型思维模式的人在考试表现不佳后寻求提高，而那些具有固定型思维模式的人则放弃了。具有成长型思维模式的学生取得了进步并取得了更好的成绩，而具有固定型思维模式的学生则没有。那些具有成长型思维模式的人会参加更高级的课程，而具有固定型思维模式的学生则被落在后面。

In her research with students, Dweck found those with a growth mindset sought to improve after performing poorly on tests while those with a fixed mindset gave up. Students with a growth mindset improved and earned better grades while those with a fixed mindset did not. Those with a growth mindset enrolled in more advanced classes while students with a fixed mindset were left behind.

你可以很容易地看到这一切的去向。那些具有成长心态的人会被赋予更大的责任，体验更好的表现，并获得更好的报酬。

You can easily see where all this is going. Those with a growth mindset are rewarded by being given greater levels of responsibility, experiencing greater performance, and receiving better compensation.

好消息是，从固定心态转变为成长心态是可能的。

The good news is, transforming from a fixed to a growth mindset is possible.

为了从固定型思维模式转变为成长型思维模式，Dweck 建议从五个不同的类别中以不同的方式看待世界：

To transform from a fixed mindset into a growth mindset, Dweck recommends seeing the world differently in five distinct categories:

1.挑战。我们必须迎接挑战而不是逃避挑战。

1.Challenges. We must embrace challenges rather than avoid them.

2.障碍。我们必须坚持克服障碍而不是放弃。

2.Obstacles. We must persist through obstacles rather than give up.

3.努力。我们必须将努力视为通向精通的途径，而不是徒劳的努力。

3.Effort. We must see effort as a path to mastery rather than as a fruitless endeavor.

4.批评。我们必须从批评中学习，而不是忽视有用的反馈。

4.Criticism. We must learn from criticism rather than ignoring useful feedback.

5.别人的成功。我们必须受到他人成功的鼓舞，而不是感到受到威胁。

5.Success of others. We must be inspired by the success of others rather than feeling threatened.

简而言之，拥有成长心态就是要明白我们永远无法到达山顶，但我们可以继续攀登，让风景越来越好。

In short, having a growth mindset is about understanding that we will never reach the top of the mountain but we can keep climbing so the view gets better and better.

从固定心态到成长心态的转变使我们从相信“我已经到了”到“我正在变得更好”，从“我很棒”到“我在不断学习和改进”。

The transition from fixed to growth mindset takes us from believing “I have arrived” to “I am getting better” and from “I am great” to “I am constantly learning and improving.”

即使相信你有一个固定的心态并且无法学会拥有成长的心态也是一种自我实现的预言。你有成长型思维吗？

Even believing you have a fixed mindset and cannot learn to have a growth mindset is a self-fulfilling prophecy. Do you have a growth mindset?

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第二章

CHAPTER TWO

领导变得简单

LEADERSHIP MADE SIMPLE

如何制定使命宣言和指导原则

How to Create a Mission Statement and Guiding Principles

介绍

INTRODUCTION

一旦你培养了价值驱动专业人士的性格特征，你就会被要求领导。任何表现出本书前两周定义的性格特征的人都将超越自我，这是有保证的。

Once you develop the character traits of a value-driven professional, you will be asked to lead. Anybody who demonstrates the character traits defined in the first two weeks of this book is going to rise above, guaranteed.

但是，我们如何领导呢？

But then, how do we lead?

嗯，领导力有很多，事实是，没有两个领导者是一样的。

Well, there’s a lot to leadership, and the truth is, no two leaders are alike.

但是所有优秀的领导者都能够提出一个能够激发和团结团队的愿景；否则，他们的人民就会感到困惑，他们的目标就会失败。

But all good leaders are able to cast a vision that excites and unites a team; otherwise, their people are confused and their objectives fail.

事实上，这里是领导力的概括：

In fact, here is leadership in a nutshell:

1.邀请一个团队参与故事。

1.Invite a team into a story.

2.解释为什么这个故事很重要。

2.Explain why the story matters.

3.让每个团队成员在故事中扮演一个角色。

3.Give every team member a role to play in the story.

领导者的首要工作是每天早上醒来，指向地平线，让团队中的每个人都知道组织的发展方向。

The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going.

领导者的第二要务是以简单明了的方式解释为什么前往和到达特定目的地的故事很重要。

The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters.

领导者的第三大工作是分析每个团队成员的技能和能力，并找到他们在这个故事中扮演的重要角色。

The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story.

所有人类都渴望使命。我们生来都自认为是故事中的英雄，我们知道，即使是孩子，我们在这个星球上的存在也很重要。

All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters.

不仅如此，作为共同体，每个人都渴望加入一个团队来执行一项严肃而重要的任务。

Not only this, but as communal beings, every person longs to join a team on a serious and important mission.

这就是充满活力的领导者能够吸引顶尖人才的原因。你认识或听说过的每一位充满活力的领导者都有一个使命在他们心中燃烧，其他人也想加入。

This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join.

伟大的领导者之所以伟大，是因为他们的使命使他们伟大。没有例外。

Great leaders become great because their mission makes them great. There are no exceptions.

没有围绕一个令人信服的任务团结一致的团队会浪费时间、精力和金钱，朝着不符合组织总体目标的随机方向移动。

Teams that are not united around a compelling mission waste time, energy, and money moving in random directions that do not serve the overall objective of the organization.

没有使命感的人不仅会浪费公司资源，还会浪费自己的生命。人类被设计为肩负完成伟大使命的英雄。当我们完成重要的任务时，我们会觉得自己很重要。如果我们不这样做，我们就会觉得自己没有发挥出自己的潜力。

Not only do people without a mission waste company resources, they waste their lives. Human beings were designed to be heroes on a mission accomplishing great things. When we accomplish important tasks, we feel important ourselves. When we don’t, we sense we are not living up to our potential.

一个能够帮助团队定义使命，并且能够每天提醒团队使命是什么以及它为什么重要的领导者，对他们的组织来说是一份宝贵的礼物。

A leader who can help a team define a mission and who can remind that team daily of what the mission is and why it matters is a valuable gift to their organization.

在接下来的五天里，我将向您介绍构成一套指导原则的五个组成部分。这套指导原则定义了一个使命，可以用来团结整个公司或公司的一个部门。许多人甚至使用 Mission Statement Made Simple 框架来团结他们的家人！

In the next five days, I’ll introduce you to the five components that make up a set of guiding principles. This set of guiding principles defines a mission that can be used to unite an entire company, or a division of that company. Many have even used the Mission Statement Made Simple framework to unite their families!

在接下来的五天里，我将向您介绍的原则可以为您的事业、个人生活或家庭服务。

The principles I will take you through over the next five days can work for your career, your personal life, or for your family.

在我自己的生活中，我为我的个人生活、我的婚姻、我们的家、我的公司制定了一套指导原则（一项使命），并为我代表中间人开始的政治宣传工作制定了一套指导原则-阶级家庭。

In my own life, I’ve developed a set of guiding principles (a mission) for my personal life, my marriage, our home, my company, and a set of guiding principles for a political advocacy effort I started on behalf of middle-class families.

由于这些指导原则，我不会每天都在迷雾中醒来。我总是知道我应该做什么以及为什么。

Because of these guiding principles, I do not wake up in a fog every day. I always know what I should be working on and why.

我将教给您的每套指导原则都包括五个组成部分：

Each set of guiding principles I’ll teach you includes five components:

1.创建一个真正让你兴奋的使命宣言。

1.Create a mission statement that actually excites you.

2.创建一组将指导您的开发的关键特征。

2.Create a set of key characteristics that will guide your development.

3.创建一个关键行动列表，以确保您完成任务。

3.Create a list of critical actions that will ensure you accomplish the mission.

4.创建一个可以为您的任务吸引资源的故事。

4.Create a story pitch that attracts resources to your mission.

5.定义一个主题，作为你使命的“原因”。

5.Define a theme that will serve as the “why” of your mission.

完成后，为您自己或组织制定愿景的指导原则应该都可以放在一个简单的页面上，如图 2.1 所示。

When complete, the guiding principles that cast a vision for yourself or an organization should all be able to fit on one simple page as in Figure 2.1.

要学习为您和您的团队创建一套指导原则，请阅读每天的条目，观看您将在电子邮件中收到的随附视频，并创建一套您自己的指导原则。

To learn to create a set of guiding principles for you and your team, read each day’s entry, watch the accompanying video you will get in your email, and create a set of guiding principles of your own.

到第三周结束时，您将学到大多数领导者从未意识到的基本技能。您将知道如何围绕一项任务团结团队。

By the end of this third week, you will learn a foundational skill that most leaders never realize. You will know how to unite a team around a mission.

图 2.1

FIGURE 2.1

要接收每个参赛作品随附的视频，请将空白电子邮件发送至 VIDEOS@BUSINESSMADESIMPLE.COM，剩下的交给我们。

To receive the videos that accompany each entry, send a blank email to VIDEOS@BUSINESSMADESIMPLE.COM and we will do the rest.

第十一天

DAY ELEVEN

如何领导——写一份好的使命宣言

How to Lead—Write a Good Mission Statement

要团结和激励团队，请学习编写简短、有趣且令人难忘的使命宣言（见图 2.2）。

To unite and motivate a team, learn to write a mission statement that is short, interesting, and memorable (see Figure 2.2).

图 2.2

FIGURE 2.2

要领导自己或团队，您必须知道自己要去哪里。您必须定义一个特定的目的地。

To lead yourself or a team, you have to know where you’re going. You have to define a specific destination.

大多数公司通过使命宣言来做到这一点，但让我们面对现实吧，大多数使命宣言都很糟糕。他们充满了内幕语言和商业术语听起来更像是律师代表股东写的，而不是对工作充满热情的团队成员写的。

Most companies do this with a mission statement, but let’s face it, most mission statements are terrible. They’re full of insider language and business jargon and sound more like they were written by lawyers on behalf of shareholders than by team members who are passionate about their work.

那么，我们如何编写人们会真正记住并执行的使命宣言呢？

So, how do we write a mission statement people will actually remember and execute?

如果电影《勇敢的心》中的威廉华莱士不能在马背上喊出你的使命宣言来激励一群士兵为使命牺牲自己，那么这不是一个非常有趣的使命宣言。

If William Wallace from the movie Braveheart can’t shout your mission statement from horseback to inspire a group of soldiers to sacrifice themselves on behalf of the mission, then it’s not a very interesting mission statement.

想象一下威廉·华莱士 (William Wallace) 大喊您的企业使命宣言——也就是说，如果您甚至不知道您的使命宣言是什么。

Imagine William Wallace shouting your corporate mission statement—that is, if you even know what your mission statement is.

很难想象用您当前的使命宣言开火吗？

Hard to imagine firing up troops with your current mission statement?

好的，那我们来修复它。

Okay, then let’s fix it.

一份好的使命宣言简短、有趣且鼓舞人心。否则一文不值。

A good mission statement is short, interesting, and inspirational. Otherwise, it’s worthless.

此外，你的使命宣言应该将你的努力定位为对不公正行为的反击。它应该解释你正在做什么来为人们服务，以及为什么这种努力很重要。

In addition, your mission statement should position your effort as a counterattack against an injustice. It should explain what you are doing to serve people and why that effort matters.

登陆诺曼底海滩的士兵正在执行任务。在民权时代穿越南方的自由骑士正在执行一项任务。重新定义人类极限的宇航员正在执行任务。正如汽车制造商特斯拉通过电动汽车和流媒体电影服务颠覆内燃机行业一样。您目前正在阅读的这本书以小部分成本教授实用的商业技能，从而颠覆了美国的商学院。

The soldiers landing on the beaches of Normandy were on a mission. The Freedom Riders traveling across the South during the Civil Rights era were on a mission. The astronauts redefining human limitations were on a mission. As was the auto manufacturer Tesla by disrupting the combustion engine industry with electric cars and Netflix with streaming movie services. The book you are currently reading is disrupting America’s business schools by teaching practical business skills in bite-sized chunks for a fraction of the cost.

人们被使命所吸引。他们不会被商业术语所吸引。而且，再一次，您的企业是由希望为使命做出贡献的人组成的。

People are attracted to a mission. They aren’t attracted to business jargon. And, again, your business is made up of people who are looking to contribute to a mission.

像这样简单的使命宣言能激发行动。而且因为我们已经包括了最后期限，所以它也会产生一种紧迫感。

Simple mission statements like these inspire action. And because we’ve included a deadline, it also creates a sense of urgency.

顺便说一句，一旦到了截止日期，您只需重写任务说明即可。没有理由不能每隔几年重新创建一次使命宣言。

Once the deadline is reached, by the way, you just rewrite the mission statement. There’s no reason a mission statement can’t be re-created every few years.

你当然不必使用这个公式来编写使命宣言，但老实说，这些比当今大多数组织使用的使命宣言更加清晰和激励。

You certainly don’t have to use this formula to write a mission statement, but be honest, these are a lot more clear and motivating than most of the mission statements organizations are using today.

事实上，大多数使命宣言是完全可以忘记的。你甚至知道你的吗？您团队中的任何人甚至还记得您的使命宣言吗？

In fact, most mission statements are completely forgettable. Do you even know yours? Does anybody on your team even remember your mission statement?

我曾经和一群高管坐在会议室里，当我说出大多数使命宣言时，他们强烈反对很可怕。他们最近参加了一次四十八小时的静修会，在静修会上他们煞费苦心地选择了新使命宣言中的每一个字。

I once sat in a conference room with a group of executives who pushed back hard when I said most mission statements are terrible. They’d recently participated in a forty-eight-hour retreat in which they had painstakingly chosen every word of their new mission statement.

我指着首席财务官，问他是否参加了静修会。他说他有。我让他背诵使命宣言，但他背诵不了。他忘记了。

I pointed at the CFO and asked if he’d been on the retreat. He said he had. I asked him to recite the mission statement, but he couldn’t. He’d forgotten it.

现实是，如果我们或我们的团队不能背诵我们的使命宣言，我们就没有完成使命。我们忘记了一个使命。

The reality is, if we or our teams cannot recite our mission statement, we are not on a mission. We’ve forgotten a mission.

称职的团队成员知道如何激励自己并围绕使命宣言团结团队。

Competent team members know how to motivate themselves and unite a team around a mission statement.

请记住，要简短、有趣并鼓舞人心。

Just remember, keep it short, keep it interesting, and make it inspirational.

您的使命宣言是一套由五部分组成的指导原则的第一部分。在接下来的四天里，我将带您了解其余部分，这些部分将指导、调整和激励您的团队。

Your mission statement is the first part of a five-part set of guiding principles. In the next four days, I’ll take you through the remaining components that will guide, align, and inspire your team.

第十二天

DAY TWELVE

如何领导——定义关键特征

How to Lead—Define Key Characteristics

定义您需要发展以完成任务的关键特征，您将改变自己和您的团队。

Define the key characteristics you’ll need to develop in order to accomplish your mission and you’ll transform yourself and your team.

你的指导原则中的第二个组成部分是你的关键特征（见图 2.3）。

The second component in your set of guiding principles is your key characteristics (see Figure 2.3).

图 2.3

FIGURE 2.3

当您着手执行任务时，您是在邀请人们进入一个故事，在这个故事中他们克服挑战以取得伟大成就。在故事中，角色会改变。他们变得更强大、装备更精良、更有信心、更有能力完成手头的工作。

As you set out on your mission, you’re inviting people into a story in which they overcome challenges in order to accomplish something great. And in stories, characters change. They become stronger, better equipped, more confident, and more competent to do the job at hand.

通过讲述一个有意义的故事，我们可以转变为更好的自己。

It is through living a meaningful story that we transform into better versions of ourselves.

当您列出您和您的员工为完成任务而需要体现的关键特征时，您基本上是在告诉团队中的每个人他们需要成为什么样的人。

When you list the key characteristics you and your people will need to embody in order to accomplish your mission, you’re basically telling everybody on the team who they need to become.

为了完成任务，您和您的团队需要培养哪些特征？您是否需要变得更快、更关注客户、更好的编码员？

What characteristics do you and your team need to develop in order to accomplish your mission? Do you need to become faster, more attentive to customers, better coders?

当您定义您和您的团队需要发展的关键特征时，请确保它们既有抱负又有指导意义。

When you define the key characteristics you and your team need to develop, make sure they are both aspirational and instructive.

当我说有抱负时，我的意思是它们不一定是你目前所体现的特征。它们可能是需要改进和改变的特征。当我说有启发性时，我的意思是当有人听到它们时应该立即采取行动。积极的态度是有启发性的，因为在拨打销售电话或快速上门迎接客户方面受到纪律处分。如果你的关键特征过于模糊，团队成员将不知道如何对它们采取行动，因此他们不会激发变革。

When I say aspirational, I mean they don’t have to be characteristics you currently embody. They can be characteristics that demand improvement and change. And when I say instructive, what I mean is they should be immediately actionable when somebody hears them. A positive attitude is instructive, as is disciplined about making sales calls or quick to greet customers at the door. If your key characteristics are too vague, team members will not know how to act on them and so they won’t inspire change.

如果您的任务是为您所在地区被忽视的狗找到家园，那么您团队成员的一个关键特征应该是他们喜欢和狗在一起。如果您的任务是创建使理财变得容易的软件，那么一个关键特征应该是您的员工是优秀软件界面的学生。

If your mission is to find homes for the number of neglected dogs in your area, a key characteristic of the people on your team should be that they love to be around dogs. If your mission is to create software that makes managing money easy, a key characteristic should be that your people are students of great software interfaces.

我们最近合作的一家快餐店以其积极的环境而闻名。每天他们都会开门迎接排队等候数小时吃炸鸡的人们。虽然他们很受欢迎，但他们面临的挑战是在如此巨大的压力下保持积极的态度。

A recent quick-serve restaurant we worked with is known for their positive environment. Every day they open their door to a line of people who have been waiting for hours to eat their fried chicken. And while they’re a huge hit, their challenge is to keep up that positive attitude under such intense pressure.

出于这个原因，他们将自己的一个关键特征定义为在压力下保持乐趣。

For this reason, they defined one of their key characteristics as being fun under pressure.

这个关键特性非常出色，因为它服务于我们的两个目的：

This key characteristic was brilliant because it serves our two purposes:

1.这是有抱负的。它帮助团队了解他们需要成为什么样的人才能完成任务。

1.It is aspirational. It helps the team know the kind of people they need to become in order to achieve the mission.

2.这是有启发性的。它告诉团队当压力变大时他们需要成为什么样的人。

2.It is instructive. It tells the team the kind of people they need to be when the pressure gets high.

每当厨房备货时，他们的特定食材用完了，而一辆满载游客的公共汽车刚刚停下来，我们在餐厅的朋友应该如何应对？他们应该通过在压力下获得乐趣来回应。

Whenever the kitchen is backed up, they’ve run out of a specific ingredient, and a bus full of tourists just pulled up, how should our friends at the restaurant respond? They should respond by having fun under pressure.

你能想象通过定义压力下的乐趣这样的关键特征来颠覆多少消极性和戏剧性吗？

Can you imagine how much negativity and drama is upended by defining a key characteristic such as fun under pressure?

当您定义团队需要培养的关键特征时，您就是在定义允许为您工作的人员类型。例如，如果餐厅里有人在压力下不开心，那么他们就不合适。

When you define the key characteristics your team needs to develop, you’re defining the kind of people who are allowed to work for you. If somebody at the restaurant is not fun under pressure, for instance, they are not a fit.

定义关键特征可以帮助您了解要雇用哪些人以及解雇哪些人。如果您未能定义完成任务所需的关键特征，您的团队中很可能会选错人。

Defining key characteristics helps you know which people to hire and which people to dismiss. If you fail to define the key characteristics required to accomplish your mission, you will likely have the wrong people on your team.

为了完成您的任务，您和您的团队成员需要具备什么样的特征？您和您的员工需要成为什么样的人？

What sort of characteristics is it important for you and your team members to have in order to accomplish your mission? Who do you and your people need to become?

第十三天

DAY THIRTEEN

如何领导——确定关键行动

How to Lead—Determine Critical Actions

定义三个可重复的关键行动，每个人在你的组织中都可以采取，这将有助于你的使命（见图 2.4）。

Define three repeatable critical actions every person in your organization can take that will contribute to your mission (see Figure 2.4).

图 2.4

FIGURE 2.4

大多数指导原则都被遗忘了，因为它们不会激发行动。但除非故事中的人物真的有所行动，否则任务永远无法完成。

Most sets of guiding principles are forgotten because they don’t inspire action. But unless characters in stories actually do something, the mission will never be accomplished.

在您的一套指导原则中包括关键行动将使您和您的团队行动起来。

Including critical actions in your set of guiding principles will get you and your team moving.

在我们定义了我们的使命宣言和关键特征之后，我们必须通过定义我们的员工每天需要采取的关键行动来推动故事向前发展，以实现使命。

After we define our mission statement and key characteristics, we must move the story forward by defining the critical actions our people need to take every day to make the mission happen.

当然，每个团队成员都有不同的要采取的行动清单，但是通过定义每个人都可以采取的三个关键行动，您可以营造出一种您不会有的协调感。

Of course, every team member has a different list of actions to take, but by defining three critical actions every one of you can take, you create a sense of alignment you would not otherwise feel.

不仅如此，通过定义团队中每个人每天都可以采取的三项关键行动，您可以集中精力完成任务。

Not only this, but by defining three critical actions every person on your team can take every day, you collect and focus energy toward the accomplishment of your mission.

例如，如果我们的一项关键行动是“每天早上开门前 15 分钟召开站立会议”，我们都会早点开始工作，并在开门时知道我们的优先事项是什么。

For instance, if one of our critical actions is to “have a stand-up meeting every morning fifteen minutes before we open,” we will all get to work early and know what our priorities are when the doors open.

您的团队（或部门）的每个成员每天可以采取哪些行动来转化为更高的生产力、更多的收入、更高的客户满意度或更好的活动产出比？

What actions can every single member of your team (or division) take every day that will translate into greater productivity, more revenue, higher customer satisfaction, or a better activity-to-output ratio?

您为自己和您的组织定义的关键行动应该建立一种影响底线的生活方式。

The critical actions you define for yourself and your organization should establish a way of life that affects the bottom line.

在我个人的指导原则中，我可重复的关键行为是我早起，写作，然后说“在你之后”。

In my personal guiding principles, my repeatable critical actions are that I get up early, I write, and I say “after you.”

它们听起来可能很有趣，但通过早起，我几乎可以确保前一天晚上早点睡觉，增加锻炼的机会，完成更多的写作（因为我在早上写作），并在工作中获得一些安静的时间早晨。如果我每天写作，我就能确保我的事业和公司继续发展。如果我在与人来往时说“在你之后”，我一定会把别人放在第一位，不会成为一个混蛋。

They may sound funny, but by getting up early, I virtually ensure I get to bed early the night before, increase the chances I will exercise, get more writing done (because I write in the morning), and get some quiet time in the morning. If I write every day, I ensure my career and company continue to grow. And if I say “after you” in my comings and goings with people, I’ll be sure to put others first and won’t become a jerk.

这三个关键行动建立了一种生活方式，如果日复一日地重复这种生活方式，就可以确保成功。

Those three critical actions establish a way of life that if repeated day in and day out ensures success.

顺便说一句，我建议不要超过三个关键操作。超过三个，人们往往会忘记对其中任何一个采取行动。

By the way, I recommend no more than three critical actions. Any more than three and people tend to forget to take action on any of them.

哪些可重复的关键行动会让您和您的员工为成功做好准备？

What repeatable, critical actions would set you and your people up for success?

您和您的团队每天可以采取哪些小的关键行动来推动任务向前发展？它们是否简单易行？它们是可重复的吗？他们真的会影响任务吗？

What are the small critical actions you and your team can take every day to propel the mission forward? Are they simple and easy to execute? Are they repeatable? Will they actually affect the mission?

第十四天

DAY FOURTEEN

如何领导——讲好故事

How to Lead—Tell a Great Story

了解如何通过讲述您的故事来吸引人们参与您的使命。

Know how to attract people to your mission by telling your story.

讲述你的公司或项目的故事很重要，因为在讲述你的故事时你会吸引资源。当您讲述自己的故事时，人们会决定是否向您购买商品、投资您，甚至传播有关您正在做的事情的消息。

Telling the story of your company or project is important because in telling your story you attract resources. When you tell your story, people decide whether or not to buy from you, invest in you, or even spread word about what you’re doing.

然而，大多数人和大多数公司都不知道如何讲述他们的故事。通常，他们会错误地讲述自己的历史，并附上要点和无聊的旁白。

Most people and most companies, though, do not know how to tell their story. Often, they make the mistake of telling their history, complete with bullet points and boring asides.

但你的历史不是你的故事。你的故事是不同的。你的故事是一种解释你所做的事情的方式，可以吸引人们并让他们想加入。另一方面，您的历史只是您过去发生的一堆事情。

But your history is not your story. Your story is different. Your story is a way of explaining what you do that engages people and makes them want to join. Your history, on the other hand, is just a bunch of things that have happened in your past.

这套指导原则中的第四个方面称为故事推介（见图 2.5）。你想要一个故事推介的原因是它允许你和你团队中的每个人以一种你会被记住并且人们想要参与的方式讲述你的业务故事。

The fourth aspect in your set of guiding principles is called The Story Pitch (see Figure 2.5). The reason you want a story pitch is it allows you and everybody on your team to tell the story of your business in such a way that you will be remembered and people will want to engage.

图 2.5

FIGURE 2.5

任何能够邀请客户和利益相关者参与他们所代表的公司故事的领导者都会被放在首位，并被赋予更多的责任。

Any leader who can invite customers and stakeholders into the story of the company they represent is placed out front and given more responsibility.

任何可以邀请客户参与故事的销售专业人员都会为公司带来更多收入。

And any sales professional who can invite customers into a story brings in more revenue for the company.

任何可以邀请客户参与企业讲述的故事的客户服务代表都会为该品牌创造热情的粉丝。

And any customer service representative who can invite customers into the story the business is telling creates passionate fans of the brand.

然而，大多数公司讲的都是一个无聊的故事。事实是，很少有人关心公司是如何起步的，以及您是否一直保持着较高的“最佳工作场所”指标。一个好的故事会过滤掉所有的噪音，只突出观众真正感兴趣的部分。一个称职的专业人士知道如何讲故事。特别是他们的任务故事。

Most companies, however, tell a boring story. The truth is, very few people care how the company got started and that you’ve maintained a high great-places-to-work metric. A good story filters out all the noise and only highlights what is actually interesting to an audience. And a competent professional knows how to tell a story. Especially the story of their mission.

在最简单的故事结构形式中，故事的特点是一个人物因某事件而变得不稳定，然后克服一系列挑战以重新稳定他们的生活。

In the most simple form of story structure, a story features a character who has been destabilized by an event and then overcomes a series of challenges to restabilize their life.

这是《星球大战》、 《罗密欧与朱丽叶》、《汤米男孩》、所有复仇者联盟电影以及任何您能说出名字的浪漫喜剧的故事情节。为什么讲故事的人使用这个公式？因为它是世界上吸引观众注意力的最强大工具。

This is the story line for Star Wars, Romeo and Juliet, Tommy Boy, all the Avengers movies, and any rom-com you can name. Why do storytellers use this formula? Because it’s the most powerful tool in the world to captivate an audience’s attention.

可悲的是，您的历史可能会或可能不会分解为该公式，这就是为什么讲述您的历史而不是您的故事可能会使观众感到厌烦并将您的客户直接带到竞争对手那里。

Sadly, your history may or may not break down into that formula, which is why telling your history, rather than your story, will likely bore an audience and send your customers straight to the competition.

所以，如果我们想讲述我们的故事，我们的业务（或我们工作的业务部门）的故事，让我们借用已经使用了数千年的相同公式。

So, if we want to tell our story, the story of our business (or the division of the business we work in), let’s borrow from the same formula that has worked for thousands of years.

当你讲述你的故事时，这样做：

When you tell your story, do this:

1.从您或您的公司帮助人们克服的问题开始。

1.Start with the problem you or your company helps people overcome.

2.搅动这个问题，使它变得更糟。

2.Agitate that problem to make it even worse.

3.将你自己、你的公司或你的产品定位为解决问题的方法。

3.Position yourself, your company, or your product as the resolution to the problem.

4.描述如果人们使用你的产品来解决他们的问题，他们将会体验到幸福的结局。

4.Describe the happy ending people will experience if they use your product to resolve their problem.

这个简单的公式已被反复证明可以吸引观众。当您通过这个故事公式过滤您公司的“事实”时，剩下的就是好东西。

This simple formula has been proven over and over to engage an audience. When you filter the “facts” of your company through this story formula, all that’s left is the good stuff.

例如，假设您经营宠物寄宿业务。你可以这样讲述你的故事：

For instance, let’s say you run a pet boarding business. You might tell your story this way:

你看到公式了吗？我们从一个问题开始，把问题弄得更糟，将产品定位为解决问题的方法，然后描述一个因为问题已经解决而更加幸福的生活。

Do you see the formula? We started with a problem, made the problem worse, positioned the product as the resolution to the problem, and then described a happier life because the problem had been solved.

这是一个会吸引客户、投资者等的故事。这个故事可以由销售人员讲述，用作视频的旁白，印在名片背面的小字体，用于网站和促销电子邮件，甚至用于开始和结束 CEO 的演讲。

That’s a story that will attract customers, investors, and more. That story can be spoken by salespeople, used as narration over a video, printed in small print on the back of business cards, used on websites and in promotional emails, and even used to open and close a speech given by the CEO.

如果你想成为一家善于讲故事的公司，那就学会讲一个吸引客户的故事。

If you want to be a company of great storytellers, learn to tell a story that is inviting to customers.

最近，世界上最大的社交媒体公司之一聘请我们帮助他们将庞大的销售人员转变为出色的讲故事的人。我们教给他们的公式与你刚学的公式并没有什么不同。

Recently, one of the world’s largest social media companies hired us to help them convert their massive sales staff into great storytellers. The formula we taught them wasn’t all that different from the formula you just learned.

讲故事并不难。只需要一点知识，然后遵守纪律即可。

Telling stories isn’t hard. It just takes a little knowledge and then the discipline to stay on message.

您知道如何讲述您的产品或业务的故事吗？

Do you know how to tell the story of your product or business?

贵公司解决什么问题？这个问题让人感觉如何？您的产品如何定位以解决该问题？而在这个问题解决之后，人们的生活会是什么样子呢？

What problem does your company solve? How is that problem making people feel? How is your product positioned to solve that problem? And after that problem is solved, what do people’s lives look like?

按顺序回答这些问题，您将以人们想要参与的方式讲述您自己、您的业务、您的业务部门或您的产品的故事。

Answer those questions, in that order, and you’ll tell the story of yourself, your business, the division of your business, or your product in such a way that people will want to engage.

停止讲述你的历史，开始讲述你的故事。

Stop telling your history and start telling your story.

一个称职的、以价值为导向的专业人士知道如何讲述一个有趣的故事。写下您的业务故事作为故事情节，并将其包含在您的指导原则中。此外，确保每个团队成员都知道如何讲述您的组织的故事，以便消息开始传播并增加收入！

A competent, value-driven professional knows how to tell an interesting story. Write down the story of your business as a story pitch and include it in your set of guiding principles. Also, make sure each team member knows how to tell the story of your organization so word starts to spread and revenue goes up!

第十五天

DAY FIFTEEN

如何领导——定义你的主题和你的“为什么”

How to Lead—Define Your Theme and Your “Why”

定义您的任务主题，以便您和您的员工了解您的工作为何重要。

Define the theme of your mission so you and your people will know why your work is important.

你的指导原则的最后一个要素是你的主题。如图2.6 所示，主题是整个任务的基础。主题是您或您的组织的原因。

The final element of your guiding principles is your theme. As you can see in Figure 2.6, the theme is the foundation of your entire mission. The theme is the why of you or your organization.

没有人愿意为不重要的任务做出贡献。那么我们如何说服人们我们的使命很重要呢？我们通过定义一个主题来做到这一点。

Nobody wants to contribute to a mission that isn’t important. So how do we convince people our mission matters? We do this by defining a theme.

几个世纪以来，剧作家、小说家以及最近的编剧都为他们的故事定义了一个主题。讲故事的人将定义他们的主题，主要是为了让他们在写故事时保持正轨。

For centuries, playwrights, novelists, and, more recently, screenwriters have defined a theme for their stories. A storyteller will define their theme, mainly, to keep them on track as they write their story.

如果一段对话或某个场景不支持主题，他们就会将其从故事中删除。

If a bit of dialogue or a certain scene does not support the theme, they cut it out of the story.

例如，辛德勒名单的主题是每个人都有无限的价值，都应该被拯救。当编剧写剧本时，他们必须通过这个中心思想来过滤每个场景。

The theme of Schindler’s List, for example, is that every human being has infinite value and should be saved. As the screenwriters wrote the screenplay, they had to filter every scene through that central idea.

当作家定义了一个主题时，他们的故事就会变得更有意义、更清晰。

When a writer defines a theme, their story gets more meaningful and more clear.

如果我们希望我们的使命有意义且明确，它就必须有一个主题。

If we want our mission to be meaningful and clear, it must have a theme.

对于一个企业（这与讲故事的人不同，是邀请观众参与故事），主题可以是任何东西，从没有人应该为新屋顶支付太多钱到每个家庭都应该度过一个他们永远不会忘记的假期。

For a business (which, not unlike storytellers, is inviting an audience into a story), a theme can be anything from nobody should have to pay too much for a new roof to every family deserves a vacation they will never forget.

当你定义你的主题时，你和其他人都会知道为什么你的使命很重要。

When you define your theme, you and everybody else will know why your mission matters.

图 2.6

FIGURE 2.6

Business Made Simple的使命是通过易于访问的商业课程颠覆当前的教育模式，让任何人都能在工作中取得成功。那么，我们的主题是什么？每个人都应该接受改变生活的商业教育。

Business Made Simple’s mission is to disrupt the current education model with an easily accessible business curriculum allowing anybody to succeed at work. So, what’s our theme? It’s that everybody deserves a life-changing business education.

帮助您定义主题的一个技巧是在使命陈述的末尾添加“因为”一词，然后完成句子。我们创建了一个易于访问的商业课程，因为每个人都应该接受改变生活的商业教育。

A tip to help you define your theme is to add the word “because” to the end of your mission statement, and then finish the sentence. We have created an accessible business curriculum because everybody deserves a life-changing business education.

如果你问自己为什么要早起上班，你任务的主题应该是答案。就个人而言，我起床去上班，因为每个人都应该接受改变生活的商业教育。

If you ask yourself why you should get up early and go to work, the theme of your mission should serve as the answer. Personally, I get up and go to work because everybody deserves a life-changing business education.

同样，了解你的主题变得很重要，因为它是回答为什么的问题的关键声音片段。投资者为什么要投资？新兵为什么要来为你工作？客户为什么要向他们的朋友介绍您的产品？定义你的主题，每个问题都会有一个可靠的答案。

Again, knowing your theme becomes important because it is the critical sound bite that answers the question why. Why should investors invest? Why should a recruit come and work for you? Why should customers tell their friends about your products? Define your theme, and each of those questions will have a solid answer.

一旦你定义了你的主题，把它画在你大楼休息室的一侧，把它放在你的网站上，把它变成你招聘摊位的横幅，并确保组织中的每个人都记住它。你的主题就是你的目的，人们需要一个目的才能热情地投入到他们的工作中。

Once you define your theme, paint it on the side of the break room in your building, include it on your website, turn it into a banner at your recruiting booth, and make sure everybody in the organization has it memorized. Your theme is your purpose, and people need a purpose in order to passionately engage in their work.

为什么你的使命很重要？为什么你的使命值得牺牲或投资？为什么其他人应该为你的使命做出贡献？为什么您的客户应该选择您而不是其他品牌？

Why does your mission matter? Why is your mission worthy of sacrifice or investment? Why should others contribute to your mission? Why should your customers choose you over another brand?

定义你的主题，你就会知道为什么。

Define your theme and you’ll know why.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第三章

CHAPTER THREE

生产力变得简单

PRODUCTIVITY MADE SIMPLE

介绍

INTRODUCTION

既然我们已经了解了以价值为导向的专业人士的性格、企业的真正运作方式以及如何团结和调整团队，现在是时候学习如何管理自己和我们的时间，以便我们以最少的时间完成最多的工作大量的时间，不要让自己承受过度的压力和焦虑。

Now that we’ve learned the character of a value-driven professional, how a business really works, and how to unite and align a team, it’s time to learn how to manage ourselves and our time so we get the most done in the least amount of time and don’t burden ourselves with undue stress and anxiety.

许多专业人士努力工作，但收效甚微。他们疯狂的活动只会让他们原地打转。这是有一个原因的，那就是他们的生活缺乏重点。

Many professionals work hard but get little done. Their frantic activity only serves to move them around in circles. There is one reason for this and it’s that their life lacks focus.

在我多年研究故事的过程中，我开始相信，当一个人像一个肩负使命的英雄一样生活时，他的生命才最有意义。当我们是执行任务的英雄时，我们几乎没有疯狂活动的余地。我们知道我们想要什么，什么反对我们，以及我们必须完成什么才能解决世界上的一些问题。

In all my years studying story, I came to believe that a human being’s life has the most meaning when they live it as though they are a hero on a mission. When we are a hero on a mission, we have little room for frantic activity. We know what we want, what opposes us, and what we must accomplish to solve some of the world’s problems.

肩负使命的英雄会带着目标和意图生活。他们不会浪费时间，因为他们的时间很重要。一种执行任务的英雄知道如何管理他们的时间，这样他们就不会感到焦虑，而是会集中精力、有动力和灵感去做重要的工作。

A hero on a mission lives with purpose and intention. They do not waste their time because their time is important. A hero on a mission knows how to manage their time so they do not feel anxious but are focused, motivated, and inspired to do the work that matters.

实现更多正确目标的关键之一是了解这些目标是什么，然后了解您获得最高回报的机会是什么，并将这些目标放在首位。

One of the keys to accomplishing more of the right objectives is to know what those objectives are and then know what your highest return opportunities are and to prioritize those above all others.

以价值为导向的专业人士是肩负使命的英雄。他们知道自己应该做什么，不会分心。

Value-driven professionals are heroes on a mission. They know what they should be working on and do not get distracted.

为此，我们在Mission Planner 上创建了英雄。因为你得到了这本书，所以你可以在 HeroOnaMission.com 免费获得一本。计划者将指导您完成早晨的习惯，帮助您整理思绪并计划您的一天。您不必再在迷雾中醒来。

For this reason, we created the Hero on a Mission Planner. Because you got this book, you can get one for free at HeroOnaMission.com. The planner will guide you through a morning ritual that will help you organize your mind and plan your day. You don’t have to wake up in a fog ever again.

在接下来的五天里，我将带您了解日程安排的每个部分。

For the next five days, I’ll take you through each section of the day planner.

事实上，我们的大脑不喜欢对我们应该如何度过时间感到困惑。但是，不被混淆需要纪律和专注。

The truth is, our brains do not like to be confused about how we are supposed to spend our time. Not being confused, though, takes discipline and focus.

如果我们不确立优先次序和健康的作息习惯，电视、新闻、食物、酒精和坏公司很乐意占用我们的时间。很多人通过让我们分心来赚很多钱。但他们的分心对你没有任何好处。

If we don’t establish priorities and healthy routines, television, news, food, alcohol, and bad company are more than willing to occupy our time. Plenty of people make plenty of money by keeping us distracted. But their distractions profit you nothing.

要成为一个富有成效的人，我们需要给自己一个使命，然后我们需要优先考虑我们的时间和目标来完成我们的使命。

To be a productive person, we need to give ourselves a mission and then we need to prioritize our time and objectives to accomplish our mission.

我们需要一个框架来管理我们的优先事项和时间。

We need a framework for managing our priorities and our time.

如果你想成为一个以价值为导向的专业人士，学习一种既能增加你的产出又不会增加你的焦虑的日常工作。这是一个成功的组合。而且学起来也不难。

If you want to be a value-driven professional, learn a daily routine that increases your output without increasing your anxiety. It’s a winning combination. And it’s not so hard to learn.

同样，本周，我将指导您完成每日计划页面，您可以在 HeroOnaMission.com 免费获得。打印任意多页的记事本，在上面打三个孔，您就得到了一个可以终生免费补充的记事本。您可以在未来几十年继续使用计划器。阅读本周的每日条目并观看每个视频，以了解如何将填写计划表作为早晨的习惯。

Again, this week, I will be guiding you through a daily planner page you can get for free at HeroOnaMission.com. Print out as many pages of the planner as you like, three-hole-punch them, and you’ve got a planner you can refill for free for life. You can continue to use the planner for decades to come. Read the daily entries this week and watch each video to learn how to fill in the planner as a morning ritual.

第十六天

DAY SIXTEEN

如何提高工作效率——做出明智的日常决定

How to Be Productive—Make Wise Daily Decisions

富有成效的专业人士会以反思开始新的一天。

A productive professional starts the day with reflection.

每天早上我都会问自己一个简单的问题。这个问题确保我不会让这一天从我身边溜走，并且我会在我的目标上取得进展。

Every morning I ask myself one simple question. This question ensures I will not let the day get away from me and that I will make progress on my goals.

问题是：如果这是我第二次生活在这一天，我会做些什么不同的事情？（见图 3.1。）

The question is this: If this were the second time I were living this day, what would I do differently? (See Figure 3.1.)

起初这听起来像是一个疯狂的问题。我们不会每天都过一遍。我们每天都有一次机会。

At first it sounds like a crazy question. We don’t get to live each day over again. We get one chance at each day.

图 3.1

FIGURE 3.1

* 来自HeroOnAMission.com上免费的Hero on a Mission每日计划器

* From the free Hero on a Mission daily planner available at HeroOnAMission.com

但是这个问题来自维克多弗兰克尔博士，而且非常深刻。弗兰克尔博士是一位维也纳心理学家，他通过引导患者更深刻地理解生活中的个人意义来帮助他们。

But the question comes from Dr. Viktor Frankl and it’s quite profound. Dr. Frankl was a Viennese psychologist who helped his patients by guiding them toward a deeper sense of personal meaning in their lives.

在帮助他的病人以更多的智慧和判断力生活时，他要求他们的生活就好像他们已经第二次过那一天一样，就好像他们第一次的行为是错误的，并且要从那天吸取教训，重新体验这一天第一次。

In helping his patients live with more wisdom and discretion, he asked them to live as if they were already living that day for the second time, as if they had acted wrongly the first time and were about to relive the day having learned from that day the first time around.

换句话说，弗兰克尔说，“假装这是你今天第二次生活，不要犯同样的错误。”

In other words, Frankl said, “Pretend this is the second time you lived this day and don’t make the same mistakes.”

这种短暂的停顿有助于我们仔细考虑我们的生活。如果这是你第二次生活在这一天并且你可以从第一次中学习，你会做些什么不同的事情？你会更体贴你的配偶吗？你会花一些时间在后院的吊床上看书吗？你会运动吗？

This momentary pause helps us think about our lives with careful consideration. If this were the second time you lived this day and you could learn from the first, what would you do differently? Would you be more considerate to your spouse? Would you spend some time in the hammock in the backyard reading a book? Would you exercise?

弗兰克尔问题的另一种表达方式是：归根结底，你会后悔做什么或不做什么？

Another way to word Frankl’s question is this: At the end of the day, what will you have regretted doing or not doing?

那么，我们要活得不留遗憾。

Then, we need to live in such a way that we won’t have regret.

很少有人会在采取行动之前反思自己的行为。我们中的大多数人在生活中移动得如此之快，并且已经习惯了需要我们做出反应的干扰，我们不再真正控制自己的经历。

Few people reflect on their actions before they take them. Most of us are moving so quickly through life and have become so accustomed to interruptions that demand our response we are no longer really in control of our own experiences.

我见过很少有不记日记或不花时间反思的高影响力人士。我们通过反思来调整我们的行为并设计我们的生活。那些既不反映也不编辑也不设计的人——他们只是回应。关于这个现实的可悲事实是，他们的生活仍在设计中——他们只是被没有他们自己的外部力量设计心中的最大利益。大多数人的生活故事都是由朋友、家人、公司广告或有议程的政客决定的。是时候掌控自己的故事了。

I’ve met very few high-impact people who do not journal or in some way take time to reflect. It’s by reflecting that we edit our actions and design our lives. Those who do not reflect neither edit nor design—they simply respond. The sad truth about this reality is their lives are still being designed—they’re just being designed by outside forces that do not have their best interests at heart. Most people’s life stories are dictated by friends, family, corporate commercials, or politicians with an agenda. It’s time to take control of your own story.

您是否在每天开始时回答了一个问题让您停下来反思？你在设计你的生活，还是其他人为你设计？

Is there a single question you answer at the beginning of each day that causes you to pause and reflect? Are you designing your life, or is somebody else designing it for you?

第十七天

DAY SEVENTEEN

如何提高工作效率——确定首要任务的优先级

How to Be Productive—Prioritize Your Primary Tasks

以价值为导向的专业人士知道如何优先考虑他们获得最高回报的机会。

A value-driven professional knows how to prioritize their highest return opportunity.

你今天能做的最重要的事情是什么？

What’s the most important thing you can do today?

如果你能日复一日地回答这个问题，那么你就是精英专业人士中的一员。

If you can answer that question, morning after morning, you are in an elite group of professionals.

大多数专业人士甚至从不问这个问题，因为他们认为电话铃声、沮丧的客户、紧急消息或被忽略的电子邮件就是答案。但是吗？

Most professionals never even ask the question because they assume the ringing phone, frustrated customer, urgent message, or neglected email is the answer. But is it?

现实情况是，并非每个工作单元都能获得相同的回报。如果你花一大堆卡路里跑来跑去，你从这些能量中获得的价值将不会像你计划那次重要演讲那样多。您燃烧的卡路里量可能相同，但您的投资回报却大相径庭。

The reality is, not every unit of work gets the same return. If you spend a bunch of calories running around in a circle, you won’t get as much value from that energy as you would planning that important speech. The amount of calories you burn may be the same, but the return on your investment differs dramatically.

以价值为导向的专业人士知道将辛苦赚来的卡路里投入到哪里，以及避免或委派哪些工作。而且因为他们知道这些事情，所以他们不会对自己的工作感到焦虑。他们善于冷静地管理自己的时间和精力。

A value-driven professional knows where to invest hard-earned calories and what work to avoid or delegate. And because they know these things, they do not feel anxiety about their work. They are good and calm managers of their time and energy.

以价值为导向的专业人士知道如何度过他们的时间。

A value-driven professional knows how to spend their time.

关注最高回报机会的秘诀在于每天创建两个任务列表（见图 3.2和图 3.3）。您的任务列表之一将被限制为三个项目。这三项是成功实现重要目标的最重要任务。无论发生什么，这三件事应该是你首先要做的。

The secret to focusing on your highest return opportunities involves creating two task lists each day (see Figure 3.2 and Figure 3.3). One of your task lists will be limited to three items. These three items are the most important tasks for the success of your important objectives. No matter what happens, these should be the three things you get done first.

图 3.2

FIGURE 3.2

图 3.3

FIGURE 3.3

另一个任务列表将是在一天结束之前需要完成的零碎事情。这些任务包括回复电子邮件、取干洗衣物等。

The other task list will be the odds and ends that need to be accomplished before the day is done. These are tasks such as returning emails, picking up your dry cleaning, and such.

你想要列出两个清单的原因是因为你的大脑不知道什么是非常重要的，什么是在不久的将来某个时候需要完成的随机任务之间的区别。以价值为导向的专业人士知道主要任务和次要任务之间的区别。

The reason you want to make two lists is because your mind will not know the difference between what is very important and the random tasks that need to be done at some point in the near future. A value-driven professional knows the difference between primary and secondary tasks.

拿起你的干洗衣服不应该被认为与你将在即将举行的员工活动中进行的重要演讲一样重要。

Picking up your dry cleaning should not be considered as important as working on the important presentation you will be delivering at the upcoming staff event.

例如，我的优先任务通常是创建某种形式的内容。我每天都在写一本书、一门商业课程或做一次演讲，只有在我完成写作课后，我才会开始回电话和参加会议。每天早上，我写下我需要处理的三项内容，然后写下争先恐后引起我注意的次要内容，然后我首先开始处理重要的三项内容。

My priority tasks, for example, are normally about creating some form of content. I work on a book or a business course or presentation every day, and only after I finish that writing session will I begin to return calls and engage in meetings. Each morning I write down the three pieces of content I need to work on, then I write down the secondary items jostling for my attention, and I get started on the important three items first.

将我的三个优先事项分开，这比我将所有任务集中在一起帮助我更快地成长为一家成功的公司。

Separating my three priorities has helped me grow a successful company much faster than I would have had I lumped all my tasks together.

我们只想列出三项优先任务的原因是列出超过三项会让人感觉负担过重，可能会让你想在开始之前就放弃。我的大多数优先任务都是更大项目的一小部分。例如，如果我正在写一本书，我需要一年多的时间才能完成，所以我每天都需要对那本书的小部分进行优先排序。

The reason we only want to list three prioritized tasks is because listing more than three will feel too burdensome and will likely make you want to quit before you begin. Most of my prioritized tasks are small parts of much larger projects. If I’m writing a book, for example, it will take me more than a year to finish, so I need to prioritize little pieces of that book every day.

当从事我们无法在短时间内完成的庞大项目时，我们特别容易受到短期胜利的影响。我宁愿回十封电子邮件，也不愿在一本书中写十段，因为每封电子邮件都让我觉得自己完成了一些事情，而那十段感觉就像九牛一毛。

When working on enormous projects that we cannot finish in a short period of time, we are especially susceptible to short-term wins. I’d much rather return ten emails than write ten paragraphs in a book because each email makes me feel like I accomplished something while those ten paragraphs feel like a drop in a bucket.

但不要被愚弄了。只有朝着大目标迈出小步，我们才能实现我们的重要目标。

But don’t be fooled. It’s by taking small steps toward big goals that we accomplish our important objectives.

谨防。许多任务看起来很重要，但事实并非如此。您可能会听说某些事情很紧急，但事实是处理它是别人的工作。有人可能会强迫您参加会议，但事实是会议并不是您最优先考虑的事情。

Beware. Many tasks will present themselves as important, but they are not. You may get word about something that feels urgent, but the truth is that it’s somebody else’s job to handle it. Somebody may be coercing you into a meeting, but the truth is that meeting doesn’t serve your highest priorities.

我喜欢将这些诱惑称为“紧急分心”，因为它们让人感到紧迫，但实际上只是分心。

I like to call these temptations “urgent distractions” because they feel urgent but are truly just distractions.

每一天，我们必须始终知道我们的三个最高回报机会是什么，否则低回报机会会感觉更重要。

Every day, we must always know what our three highest return opportunities are, or else low-return opportunities will feel more important.

那么，您如何知道您获得最高回报的机会是什么？要了解我们的最高回报机会是什么，我们需要对我们的总体目标进行逆向工程。任何使我们更接近目标的工作都是高回报的机会，而任何不能使我们更接近目标的工作都不是。以价值为导向的专业人士知道其中的区别。

So, how do you know what your highest return opportunities are? To know what our highest return opportunities are, we need to reverse engineer our overall objectives. Any work that moves us closer to our objectives is a high-return opportunity, and any work that does not is not. A value-driven professional knows the difference.

由于它涉及到成为一项良好的经济投资，您需要做的最重要的事情是什么？你能做什么这会给公司带来最大的经济回报吗？日复一日地确定这些任务的优先级，你就会更接近你的目标，而不会陷入“紧急分心”的陷阱。

As it relates to being a good economic investment, what is the most important thing you need to do? What can you do that gets the company the greatest economic return? Prioritize those tasks, day after day, and you will move closer to your goals without falling into the trap of “urgent distractions.”

第十八天

DAY EIGHTEEN

如何提高工作效率——最大化你的“动力时间”

How to Be Productive—Maximize Your “Power Hours”

一个以价值为导向的专业人士知道把他们早上的重要工作放在首位。

A value-driven professional knows to prioritize their important work for the morning.

每个人的大脑工作方式都略有不同，但对于大多数人来说，尤其是 25 岁以上的人，他们最好的工作是在早上完成。

Everybody’s brain works a little bit differently, but for most people, especially people over twenty-five, their best work gets done in the morning.

你的大脑就像智能手机的电池。具体来说，您的大脑每天消耗六百到八百卡路里的热量来处理您生存所必需的信息。当您入睡时，您的大脑会充电并准备好迎接第二天。

Your brain is like a smartphone battery. Specifically, your brain burns between six hundred and eight hundred calories each day processing the information necessary for your survival. While you sleep, your brain recharges and is ready to face the following day.

早上的精神能量比午餐后的能量更强大、更机敏。

The mental energy you have in the morning is stronger and more alert than the energy you’ll have after lunch.

如果您在开始最紧迫的项目之前接电话或开始随机回复电子邮件，那么您就是在将宝贵的精力投入到低回报的机会中，并且可能浪费了一天中最宝贵的时间。之后，当你终于“有时间”去做重要的事情时，你的大脑已经疲惫不堪，你无法做到最好（见图 3.4）。

If you take a call or start responding to random emails before starting on your most pressing project, you’re giving valuable mental energy to low-return opportunities and likely wasting the most valuable hours of your day. Later, when you finally “have time” to get to the important stuff, your brain is already tired and you’re unable to do your best work (see Figure 3.4).

不仅如此，如果你在早上为你的重要项目腾出时间，你会在一天剩下的时间里知道你已经完成了重要任务。

Not only this, but if you block time for your important projects in the morning, you get to spend the rest of the day knowing you’ve already completed the important tasks.

图 3.4

FIGURE 3.4

大多数以价值为导向的专业人士在早上完成他们的重要工作。

Most value-driven professionals get their important work done in the morning.

如果会议耗尽了你的精力，请安排在下午。如果处理发票是您最重要的任务，请在一天的头两个小时内处理它们，然后再查看电子邮件。如果制定业务战略是主要任务，请花一天的第一个小时来完善您的战略，然后开始接听电话。

If meetings deplete your energy, schedule them in the afternoon. If processing invoices is the most important task you have, process them in the first two hours of the day before you check your email. If working on business strategy is the primary task, spend the first hour of the day refining your strategy and then start taking calls.

虽然在早上安排重要任务的优先次序听起来微不足道，但许多以价值为导向的专业人士发现这种单一策略是一种秘密的超能力。当他们的同事走进办公室并立即陷入分心的陷阱时，以价值为导向的专业人员已经起床几个小时来处理他们最重要的任务。这种纪律和能力将赢得客户和同事的信任。这意味着更多的尊重、更多的钱和更愉快的职业。

While the idea of prioritizing your important tasks for the morning may sound trivial, many value-driven professionals have discovered this single strategy to be a secret superpower. While their coworkers walk into the office and immediately fall into the trap of distraction, the value-driven professional has already been up for a couple of hours tackling their most important tasks. That sort of discipline and competency is going to result in trust being earned from both customers and coworkers. And that means more respect, more money, and a more enjoyable career.

第十九天

DAY NINETEEN

如何提高工作效率——对分心说“不”

How to Be Productive—Say “No” to Distractions

以价值为导向的专业人士知道如何对干扰说不，这样他们才能对优先事项说是。

A value-driven professional knows how to say no to distractions so they can say yes to priorities.

我从公司成长中学到的最重要的一课实际上来自我的作家生涯。建议是这样的：一个伟大的沟通者知道应该遗漏什么。

The greatest lesson I’ve learned about growing a company actually came from my career as an author. The advice was this: A great communicator knows what to leave out.

这是违反直觉的，不是吗？你会认为一个伟大的沟通者会知道该说什么，他们当然知道，但更难的是，一旦他们说了正确的话，他们就必须阻止自己说出任何其他的话。

It’s counterintuitive, isn’t it? You’d think a great communicator would know what to say, and of course they do, but the harder part is that once they say the right thing, they have to stop themselves from saying anything else.

如果你正在写一本关于英雄拆除炸弹的书，你就不能包括一些关于英雄如何也想跑马拉松、娶他们的爱人或者收养一只猫的有趣场景。如果你把所有这些东西都包含在故事中，你就会失去情节。一个好故事不能涉及太多事情。否则，观众会一头雾水，失去兴趣。

If you’re writing a book about a hero disarming a bomb, you can’t include a few interesting scenes about how the hero also wants to run a marathon and marry their sweetheart and perhaps adopt a cat. If you included all that stuff in the story, you’d lose the plot. A good story can’t be about too many things. Otherwise, the audience would be confused and lose interest.

顺便说一句，这就是大多数人对自己生活的感受。他们觉得自己失去了阴谋。为什么？因为他们的生活缺乏重点。他们对很多事情都说“是”，以至于他们对自己的故事是关于什么感到困惑。他们中的许多人对自己的生活失去了兴趣——就此而言，对生活本身也失去了兴趣。然而，执行任务的英雄是专注的。

That, by the way, is how most people feel about their lives. They feel like they’ve lost the plot. Why? Because their lives lack focus. They’ve said yes to so many things that they’ve become confused about what their story is about. And many of them are losing interest in their lives—and, for that matter, in life itself. Heroes on a mission, however, are focused.

在一个好故事中，作者将情节集中在一个明确的目标上。球队必须赢得冠军。女人必须得到晋升。律师必须赢得这场官司。和其他想法一样诱人，一个好的作家会说“不”。

In a good story, the writer focuses the plot on a single defined objective. The team must win the championship. The woman must get the promotion. The lawyer must win the court battle. And as tempting as other ideas may be, a good writer will say “no.”

当然，在现实生活中，并没有那么容易。作为母亲、父亲、女儿、儿子、朋友、经理、教练和领导者，我们确实要兼顾许多次要情节。有些朋友想聚在一起，有些机会虽然不符合我们的目标，但确实令人兴奋。

Of course, in real life, it’s not that easy. As mothers, fathers, daughters, sons, friends, managers, coaches, and leaders, we really do juggle a great many subplots. There are friends who want to get together and opportunities that, while not in line with our goals, are truly exciting.

但是，如果我们对太多事情说“是”，那么我们就是在对做好几件事所需的深入而集中的注意力说“不”。

But if we say yes to too many things, we are saying no to the deep and focused attention it takes to do a few things well.

在我职业生涯的早期，我通过公开演讲赚钱。每次我飞到某个地方并发表演讲时，我都会得到一笔可观的报酬。很快我就意识到我说得越多，写得越少。如果不是每两年出版一本书，那么在选择演讲者时，很少有人会想到我。

Early in my career, I made my money through public speaking. I would be paid a decent amount every time I flew somewhere and gave a speech. Soon I realized that the more I spoke, the less I was able to write. And without releasing a book every couple years, fewer people would think of me when they were choosing a speaker.

为了留在家里写更多的书，我不得不做出一个战略性的决定来拒绝好钱的演讲。这是一个可怕的决定，但我就是这么做的。不过，在两年之内，我又出版了一本畅销书，并且每次离开城镇时都能收取四倍于最初演讲费的费用。结果是更多的时间在家写作，更少的上台时间，但收入更高。

I had to make a strategic decision to turn down good money speaking in order to stay home and write more books. It was a scary decision, but that’s what I did. Within two years, though, I had another bestseller and was able to charge four times my initial speaking fee whenever I left town. The result was more time at home to write, less time onstage, but a larger income.

事实证明我并不孤单。斯蒂芬金几乎不参加任何演讲活动。这是他能够写出这么多书的主要原因。金已售出数千万册书籍，本可以用利润丰厚的会议和演讲活动来填补他的日程安排，但他没有。每天早上他都会出现在他的办公桌前，打开他的电脑，写下他每天的字数。因为这个纪律，成千上万的人多次他对极好的机会说“不”，数百万读者都知道并喜爱他的作品。

It turns out I’m not alone. Stephen King hardly takes any speaking events at all. This is the primary reason he’s been able to write so many books. King has sold tens of millions of books and could fill his schedule with lucrative meetings and speaking events, but he doesn’t. Each morning he shows up at his desk, turns on his computer, and writes his daily quota of words. And because of this discipline, and the thousands of times he’s said “no” to terrific opportunities, millions of readers know and love his work.

很少有人意识到斯蒂芬金成功的关键之一是他拒绝分散注意力的机会以换取完成他的优先事项的纪律能力。

Few people realize that one of the keys to Stephen King’s success is his disciplined ability to reject distracting opportunities in exchange for accomplishing his priorities.

如果我们不知道我们的优先事项是什么，我们就会对所有事情都说“是”，并且对我们的故事进行如此多的欺骗，以至于我们的生活和工作不再有意义。

If we don’t know what our priorities are, we will say yes to everything and delude our stories so much that our lives and work no longer make sense.

为了对专注而有意义的生活说“是”，你要拒绝什么？

What are you saying no to in order to say yes to a focused and meaningful life?

第二十天

DAY TWENTY

如何提高工作效率——分配时间并完成更多工作

How to Be Productive—Block Your Time and Get More Done

以价值为导向的专业人士知道如何打发时间。

A value-driven professional knows how to block their time.

比尔盖茨开会从不迟到。当被问及原因时，他说，“因为时间是一种有限的资源，我买不到更多。”

Bill Gates is never late to a meeting. When asked why, he said, “Because time is the one finite resource I can’t buy more of.”

古老的谚语“时间就是金钱”并不完全正确。时间比金钱更有价值。从字面上看，时间就是生命。我们对时间所做的事情决定了我们生活的质量。

The old proverb “time is money” isn’t exactly correct. Time is worth much more than money. Time is, literally, life. And what we do with our time determines the quality of our life.

可悲的是，大多数人并没有过多考虑如何管理他们的时间。这并不意味着他们的时间不受管理。这当然是有管理的。它由电视、学校时间表、强制性关系、商业主义和工作来管理。

Sadly, most people do not give much thought to managing their time. That doesn’t mean their time isn’t managed. It’s certainly managed. It’s managed by television, school schedules, coercive relationships, commercialism, and work.

我们永远不会让其他人管理我们钱包里的钱，那么我们为什么要让其他人管理我们的时间——正如指出的那样，时间比金钱更有价值？

We would never let other people manage the money in our wallet, so why would we let other people manage our time—which, as pointed out, is worth so much more than money?

以价值为导向的专业人士知道时间是他们最宝贵的商品，因此他们会管理自己的时间以使时间投资获得最大回报。因为生活不仅仅是工作，一个以价值为导向的专业人士知道如何安排他们的工作时间来完成最多的工作，这样他们就可以将更多宝贵的时间花在与朋友、家人和享受爱好上。

A value-driven professional knows time is their most precious commodity, and so they manage their time to bring the greatest return on their time investment. And because life is not all about work, a value-driven professional knows how to block their work time to get the most done so they can spend more of their precious time with friends, family, and enjoying hobbies.

那么，我们该如何管理时间呢？

So, how do we manage our time?

我把时间看成是高速公路的多条车道。有些车道确实比其他车道移动得更快。在大多数情况下，如果我们能一直在高速公路的左侧开过去，我们会走得更快。高速公路右侧不断出现的出入口意味着车流必须放慢速度。

I view time like the multiple lanes of a freeway. Some lanes really do move faster than others. For the most part, if we can get all the way over on the left side of the freeway, we will move more quickly. The constant entrances and exits on the right side of the freeway mean traffic has to move more slowly.

堵住你无法分心的时间段，相当于进入快车道并踩下油门踏板。

Blocking periods of time in which you cannot be distracted is the equivalent of getting into the fast lane and pressing the gas pedal.

在早上的反思仪式和对最优先事项的承诺之后，在一天的剩余时间里继续安排你的时间（见图 3.5）。在一小时、两小时和三小时的时间段内，您可以完成很多事情。然而，一心多用，或者只是让一天的分心支配你的方向，会导致工作效率降低。

After your morning ritual of reflection and committing to your highest priorities, continue to block your time for the rest of the day (see Figure 3.5). In one-, two-, and three-hour chunks, you can accomplish a great deal. Multitasking, however, or simply letting the day’s distractions dictate your direction, results in less productivity.

你的整个职业生涯都建立在与你的活动相关的产出增加的基础上。价值驱动的专业人士在同一时间段内完成的工作量是不战略性使用时间的专业人士的两倍。

Your entire career is based on increasing output as it relates to your activity. A value-driven professional can get twice as much done in the same period of time as a professional who does not use time strategically.

高绩效专业人士会提前几周安排时间。对我来说，周一一整天，周二到中午，周三到中午都用来写作。周二和周三的下午早些时候用于会议，周四和周五的一半时间用于播客和录像。我还会在周五下午安排个人时间，晚上和周末安排朋友和家人。

High-performance professionals block their time weeks in advance. For me, all day Monday, Tuesday until noon, and Wednesday until noon are reserved for writing. Early afternoons on Tuesday and Wednesday are reserved for meetings, and Thursdays and half of Fridays are reserved for podcast and video recordings. I also block out Friday afternoon for personal time and evenings and weekends for friends and family.

图 3.5

FIGURE 3.5

提前安排好时间可以让我拒绝分心，因为，好吧，我已经预订好了。在那天开始之前，我必须去某个地方，并且需要做好一些事情。

Blocking my time in advance allows me to say no to distractions because, well, I’m already booked. There is somewhere I have to be and something I need to do well in advance of that day getting started.

这个想法是创造一种生产力的节奏。一旦你知道你的最高回报机会是什么，你就可以将你的一周分成几个部分，让你完成这些事情。

The idea is to create a rhythm of productivity. Once you know what your highest return opportunities are, you can block your week into chunks, allowing you to get those things done.

您每周需要完成哪些重要任务？考虑将这些任务分配给您提前决定的特定时间段。此外，请安排个人时间，以免在分配给朋友和家人的时间段内意外预订商务会议。阻止你的时间确保你得到更多，而相信你的时间命运就像放弃它。

What important tasks do you need to do each week? Consider assigning those tasks to a specific block of time you decide in advance. Also, block personal time so you don’t accidentally book a business meeting during the time block you’ve allotted for friends and family. Blocking your time ensures that you get more of it, while trusting your time to fate is akin to giving it away.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第四章

CHAPTER FOUR

业务战略变得简单

BUSINESS STRATEGY MADE SIMPLE

企业如何真正运作以及如何防止它崩溃

How a Business Really Works and How to Keep It from Crashing

介绍

INTRODUCTION

既然我们已经了解了以价值为导向的专业人士的性格特征以及树立愿景和成为更具个人生产力的专业人士的重要要素，我将向您介绍通常只有最高级别的管理人员。

Now that we’ve learned the character traits of a value-driven professional along with the important elements of casting a vision and becoming a more personally productive professional, I’m going to introduce you to a perspective on business that is normally understood by only the highest-level executives.

无论您是否领导团队，如果您表现出对企业运作方式的一般理解，您作为专业人士的个人价值就会提高。令人惊讶的是，许多在商业领域工作多年的专业人士认为他们知道企业是如何运作的，但实际上他们并不了解。他们没有将企业理解为为付费客户解决问题的营利性实体，而是将企业视为更像是一个社区团体——也就是说，客户给他们钱，以便他们在办公室内创建一个社区。

Regardless of whether you lead a team or not, your personal value as a professional will rise if you demonstrate a general understanding of how a business works. Surprisingly, many professionals who have spent years in business think they know how a business works but they don’t. Instead of understanding business as a for-profit entity that solves problems for paying customers, they think of a business more like a community group—that is, that customers give them money in order for them to create a community inside their office.

这种观点会扼杀一家企业。快速地。

This perspective will kill a business. Fast.

我全力支持一个伟大的工作社区（没有它，你的团队将遭受士气问题），但企业必须在财务上取得成功，否则社区将不复存在。此外，如果您不了解一家企业的真正运作方式，您可能会因此付出升职或加薪的代价。如果您拥有或经营一家企业，不了解企业的​​真正运作方式可能会让您付出一切代价。一家企业的成败取决于其团队成员做出可靠、明智的决定。

I’m all for a great work community (without it, your team will suffer morale issues), but a business must succeed financially or the community will no longer exist. Add to this fact that if you do not understand how a business really works it could cost you a promotion or a raise in salary. And if you own or run a business, not understanding how a business really works could cost you everything. A business will sink or swim based on its team members making solid, wise decisions.

那么，企业究竟是如何运作的呢？如果您知道这一个问题的答案，您就可以开办企业、经营企业、出售企业或修复企业。了解企业的​​真正运作方式可以增加您在公开市场上的个人经济价值。

So, how does a business really work? If you know the answer to this single question, you can start a business, run a business, sell a business, or fix a business. Understanding how a business really works increases your personal economic value on the open market.

当然，每个企业都是不同的，但它们都有一些共同的重要组成部分。如果您了解这些组成部分，您就会了解如何使企业健康盈利。

Of course, every business is different, but they all share a few important components. If you understand those components, you understand how to make a business healthy and profitable.

在接下来的五个工作日内，我将带您了解一个框架，让您了解企业的​​真正运作方式。该框架旨在识别促进业务增长的决策类型。

In the next five business days, I’m going to take you through a framework that will teach you how a business really works. The framework is designed to identify the kinds of decisions that make a business grow.

使用飞机的类比，我将向您展示业务的各个部分以及它们如何组合在一起以制造一台能够离开地面飞得又远又快的健康机器。

Using the analogy of an airplane, I’ll show you the parts of a business and how they fit together to make a healthy machine capable of lifting off the ground to travel far and fast.

如果您曾经在一家公司的一个小部门工作过，并且想知道您在机器中的位置，那么这个框架会有所帮助。一旦您能同时看到整体和部分，您就会更好地了解如何不仅领导自己和您的部门，而且了解如何帮助他人创建和维持收入和利润增长的业务。

If you’ve ever worked in a small division of a company and wondered where you fit in the machine, this framework will help. And once you can see both the whole and its parts, you’ll better understand how to lead not only yourself and your division, but how to help others create and sustain a business that grows in revenue and profit.

第二十一天

DAY TWENTY-ONE

如何制定战略——了解企业的​​真正运作方式

How to Create Strategy—Understand How a Business Really Works

一个以价值为导向的专业人士知道企业的运作就像一架飞机。

A value-driven professional knows a business works like an airplane.

你怎么知道一个企业是要倒闭还是要飞？

How do you know whether a business is going to crash or fly?

要回答这个问题，您首先必须了解飞行的动力学。

To answer that question, you first have to understand the dynamics of flight.

用最简单的话来说，企业就像一架商用飞机。

In the most simple terms, a business works like a commercial airplane.

对于我的类比，我将向您展示五个不同的部分，它们必须协同工作才能使飞机飞行。每个部分将代表您业务的一个方面。每个部分都必须保持比例，否则业务就会崩溃。

For my analogy, I’ll show you five distinct parts that have to work together in order for the plane to fly. Each part will represent an aspect of your business. And each part has to be kept in proportion or the business will crash.

身体：头顶

The Body: Overhead

飞机的机身当然是您放置人员和货物的地方。这是飞机最大的部分，但是这也是飞机的重点。飞机的存在是为了将人们带到他们需要去的地方。这也是企业存在的原因。企业的存在是为了为客户解决问题。作为解决这些问题的交换，金钱被交换，团队成员获得工作、医疗保健等。

The body of the airplane is, of course, where you put the people and the cargo. This is the largest part of the airplane, but it’s also the whole point of the airplane. The airplane exists to get people where they need to go. This is also why a business exists. A business exists to solve a problem for customers. In exchange for solving those problems, money is exchanged and team members get jobs, healthcare, and so on.

飞机的机身代表您的头顶。间接费用包括工资、医疗福利、房租、办公用品等。这些都是必要的支出，因为解决客户的问题需要人力和物资来换取收入。

The body of the airplane represents your overhead. Overhead includes salaries, medical benefits, rent, office supplies, and so on. These are necessary expenses because it takes people and supplies to solve customers’ problems in exchange for revenue.

翅膀：产品和服务

The Wings: Products and Services

飞机的机翼给它升力。当发动机向前推动飞机时，气压将机翼抬离地面，并带动飞机的机身。

The wings of the airplane give it lift. When the engine thrusts the airplane forward, the air pressure lifts the wings off the ground, taking the body of the airplane with it.

您的产品和服务可以提升业务。飞机的机翼代表你出售的一切。将您销售的产品想象成飞机的一部分，为飞机提供升力。没有有利可图的产品可以销售，任何空气（收入）都无法将飞机抬离地面。

Your products and services are what give a business lift. The wings of the airplane represent everything you sell. Think of the products you sell as the part of the plane that give the airplane lift. Without profitable products to sell, no air (revenue) can lift the airplane off the ground.

正确的引擎：营销

The Right Engine: Marketing

引擎推动飞机向前。在单引擎飞机中，您可能只有营销预算，但在双引擎飞机中，您有营销预算和销售团队。无论如何，如果没有某种引擎来销售产品并推动飞机前进，机翼就无法产生升力。某种营销系统或销售团队需要推动业务向前发展并销售这些产品。

The engines thrust the plane forward. In a single-engine airplane, you’d likely only have a marketing budget, but in a dual-engine aircraft, you have a marketing budget and a sales team. Regardless, without some kind of engine selling the products and propelling the plane forward, the wings cannot create lift. Some kind of marketing system or sales team needs to thrust the business forward and sell those products.

您的营销工作应该放在首位，甚至在销售之前。原因是——营销努力通常更便宜，而且在它存在之前，您的销售团队不会在市场上有明确的信息来支持他们的努力。

Your marketing effort should come first, even before sales. The reason is—the marketing effort is usually cheaper, and until it exists, your sales team will not have a clear message out in the marketplace that backs up their efforts.

左引擎：销售

The Left Engine: Sales

的确，双引擎飞机可以仅使用其中一个引擎飞行，但是当您启动第二个引擎时，飞机会以更大的推力移动并获得更大的升力。现在它可以飞得更快、更远，飞机的机身可以做得更大，雇用更多的人来为客户解决更多的问题。

It’s true that a dual-engine plane can fly using only one of its engines, but when you fire the second engine up, the airplane moves with greater thrust and gets even more lift. It can now fly faster and farther and the body of the airplane can get even bigger, employing even more people to solve even more problems for customers.

您的第二个引擎是您的销售工作。您的销售团队带来了更多资金，因此企业有能力发展壮大。

Your second engine is your sales effort. Your sales team brings in even more money so the business can afford to grow and scale.

燃料：资本和现金流

Fuel: Capital and Cash Flow

最后，飞机需要燃料。无论飞机有多高效或多轻，没有燃料它都会坠毁。燃料代表现金流。企业在现金耗尽时可能会略有下滑，但最终会崩溃，企业主体中的每个人都将失去生计。

Lastly, the airplane will need fuel. No matter how efficient the airplane is or how light it is, without fuel it will crash. Fuel represents cash flow. A business may glide a little when it runs out of cash, but eventually it will crash and everybody onboard the body of the business will lose their livelihoods.

如果您正在发展业务，您可能会使用贷款或与投资者合作，但任何企业的目标都是最终以正现金流运营。到目前为止，拥有足够的现金来经营您的企业是导致企业成功的最重要因素。

If you are growing a business, you may be using loans or working with investors, but the goal of any business is to eventually operate with a positive cash flow. Having enough cash to operate your business is, by far, the most important factor leading to business success.

您如何保持业务发展？

How Do You Keep the Business Flying?

如果飞机的各个部分彼此不成比例，飞机就会坠毁。

If the parts of an airplane are not in proportion to each other, the airplane will crash.

左右发动机必须产生足够的推力来推动飞机前进，机翼必须足够大以产生升力。飞机的机身必须足够轻，才能被发动机和机翼举起。当然，飞机必须有足够的燃料才能在空中飞行。

The right and left engine must produce enough thrust to move the plane forward, and the wings must be big enough to create lift. The body of the plane must be light enough to be lifted by the engine and the wings. And, of course, the plane must have enough fuel to stay in the air.

所有这些原则也适用于企业。您必须拥有客户想要的有利可图的产品（或产品），并且您的营销和销售工作必须足够强大才能销售它们。此外，您必须保持顶灯，以免飞机停滞不前，并且您必须有足够的现金来支付账单。

All of these principles are also true for a business. You must have a profitable product (or products) that customers want, and your marketing and sales efforts have to be strong enough to sell them. Additionally, you must keep overhead light so it doesn’t bog the airplane down, and you have to have enough cash to pay bills.

那么，您如何做出良好的商业决策？永远记住飞机的类比。

So, how do you make good business decisions? Always remember the analogy of the airplane.

每当企业领导者想要增加管理费用，但无法将增加的管理费用与更多或更好的产品或更强大、更有效的销售工作联系起来时，他们就会要求在不增加升力的情况下增加飞机的重量。这是一个冒险的决定。飞机的所有部分必须保持比例。总是。

Whenever a business leader wants to increase overhead but can’t connect that increased overhead to more or better products or stronger and more efficient sales efforts, they’re asking to make the airplane heavier without increasing lift. That’s a risky decision. All sections of the airplane must be kept in proportion. Always.

如果您想将员工转移到位于城镇昂贵地区的全新、最先进的办公室，但没有成功的产品线来满足客户的需求，那么您将做出一个糟糕的决定。为什么？因为你要让飞机的机身更重，而不是让机翼更大或引擎更强大。

If you want to move the employees into a brand-new state-of-the-art office in an expensive part of town but do not have a successful line of products that are in demand by customers, you’re making a terrible decision. Why? Because you’re going to make the body of the airplane heavier without making the wings bigger or the engines stronger.

如果你继续做这样的决定，企业就会崩溃。

If you keep making decisions like that, the business will crash.

基于飞机的简单比喻，以下是精明的商业领袖在经营一家公司或公司的一个部门时要记住的一些事情：

Based on the simple metaphor of the airplane, here are some things smart business leaders keep in mind as they run a company or a division of a company:

•他们拒绝增加管理费用（尤其是经常性费用）。成本可能会使飞机机身过重，并危及全体员工的工作安全。

•They are resistant to adding costs (especially recurring costs) to overhead. Costs may make the body of the airplane too heavy and risk the job security of the entire workforce.

•他们会收到每日或每周的报告，揭示市场营销和销售工作是否有效。他们确保左右引擎产生销售额以抵消管理费用。

•They get daily or weekly reports that reveal whether marketing and sales efforts are performing effectively. They make sure the left and right engines are producing sales to offset the cost of overhead.

•他们确保自己创造的产品的利润率足够高，足以支付销售这些产品所需的管理费用。他们确保每件产品都能覆盖自身成本和间接费用，并且利润率足够高，可以为整个团队提供工作保障。

•They make sure the profit margins on the products they create are high enough to cover the overhead necessary to sell them. They make sure every product covers the cost of itself and overhead, and that profit margins are high enough to provide job security for the entire team.

•他们不断提高生产、销售和营销的效率。优秀的商业领袖非常注重效率。就像一位优秀的飞机工程师一样，企业领导者一直在努力创造一种更精简、更快、更高效的机器。换句话说，他们确保活动与产出的比率很高，这样资本就会走得更远。

•They are constantly increasing the efficiency of their production, sales, and marketing. Good business leaders are obsessed with efficiency. Just like a good airplane engineer, business leaders are always trying to create a leaner, faster, more efficient machine. In other words, they make sure the activity-to-output ratios are high so that capital will go further.

当然，随着业务的发展，业务会变得更加复杂，但业务的五个主要部分永远不会改变。

Businesses get much more complicated as they grow, of course, but the five main parts of a business never change.

当您了解企业的​​运作方式时，您可以快速分析哪些是有效的，哪些是无效的，并监控企业的健康状况。

When you understand how a business works, you can quickly analyze what is and isn’t working and monitor the health of the business.

在接下来的五天里，我们将研究飞机的每个部分，以学习如何更好地开展业务。

Over the next five days, we are going to look at each part of the airplane in order to learn how to better run a business.

一旦了解企业的​​真正运作方式，您将能够做出明智的决策，使您的企业或您所在的企业部门变得更强大、更高效。

Once you understand how a business really works, you’ll be able to make terrific decisions making your business, or the division of the business you work within, stronger and more efficient.

第二十二天

DAY TWENTY-TWO

如何制定战略——降低管理费用

How to Create Strategy—Keep Your Overhead Down

身体：保持头顶尽可能轻。

The body: Keep overhead as light as possible.

当一家企业失败时，它失败的原因之一是：管理费用太高，销售额无法弥补。换句话说，飞机的发动机太弱，机翼太小，无法为超大的机身提供升力。

When a business fails, it fails for one reason: Overhead got too high for sales to cover. In other words, the engines of the airplane were too weak and the wings on the airplane were too small to provide lift for the oversized body.

降低开销的原则似乎很明显。可悲的是，在企业的日常运营中，这一最基本的原则常常被遗忘。

The principle of keeping overhead down seems quite obvious. Sadly, that most fundamental principle is often forgotten amid the day-to-day running of a business.

在一个业务年度的迷雾中，领导者可能会批准一项昂贵的研究旅行或奖金结构，或者对失败的产品发布加倍下注——突然之间，现金流量变为零。

In the fog of a business year, a leader may approve an expensive research trip or bonus structure or double down on a failed product launch—and suddenly, cash flow hits zero.

现金流似乎总是突然降为零。似乎没有人预见到它的到来。

And cash flow seems to always hit zero suddenly. Nobody seems to see it coming.

像这样的失败是可以理解的。我们都忙于创造产品或想象我们的营销策略会有多棒，以至于当我们不注意时，我们的开销开始增加。

Failures like this are understandable. We all get so busy creating a product or imagining how great our marketing strategy is going to be that our overhead begins to expand when we aren’t paying attention.

什么是开销？

What is overhead?

开销有很多定义，但这个简单的定义是我多年来使用的一个：开销是任何东西涉及与产品创造、营销或销售无关的业务成本。

There are many definitions for overhead, but this simple definition is one I’ve used for years: Overhead is anything involved in the cost of doing business that is not related to product creation, marketing, or sales.

换句话说，开销是任何没有积极参与创造推动业务向前发展的推力或为其提供升力的翅膀的任何事物。

In other words, overhead is anything that is not actively involved in creating thrust that moves the business forward or the wings that give it lift.

开销是房租、医疗保健、办公室冰箱里的苏打水，以及冰箱上方闪烁的灯泡。间接费用是任何不创造产品、营销该产品或销售该产品的职位的薪水。

Overhead is rent, healthcare, sodas in the fridge at the office, and light bulbs blinking over that fridge. Overhead is the salary for any position that is not creating a product, marketing that product, or selling that product.

这就是为什么管理团队成员的薪水通常低于制造、营销或销售产品的人员，这让他们非常懊恼。

This is why, much to their chagrin, administrative team members are often paid less than those who make, market, or sell products.

除非钱直接花在赚更多钱上，否则这种支出应该受到质疑。这是控制开销的关键。

Unless money is spent in the direct effort to make more money, that expenditure should be questioned. This is the key to keeping overhead in check.

这并不意味着我们可以随心所欲地在营销、销售和产品创造上花费尽可能多的钱。事实上，我们必须在任何地方都做到精益、轻便和高效。也就是说，与仅增加飞机重量的费用相比，直接导致更大升力的费用获得批准的速度要快得多。

This does not mean we get to spend as much money on marketing, sales, and product creation as we want. The truth is, we have to be lean, light, and efficient everywhere. That said, an expense that leads directly to greater lift is going to get approved much faster than an expense that adds only to the weight of the airplane.

不用说，如果你的头顶（飞机机身）变得又大又重，但你的产品供应太有限（机翼太小）并且你的销售和营销努力不强（发动机弱），飞机就会坠毁。

It goes without saying that if your overhead (airplane body) gets big and heavy but your product offering is too limited (wings are too small) and your sales and marketing efforts are not strong (weak engines), the plane is going to crash.

如果我们希望我们的业务成功，我们必须理解这个原则。

We have to understand this principle if we want our business to succeed.

确保您的产品或业务不会崩溃的一种方法是监控不断增加的管理费用。

One way to make sure your product or business does not crash is to monitor the creeping expense of overhead.

例如，在决定是否推出产品时，以价值为导向的业务领导者总是想知道这种努力将如何影响管理费用。为什么？因为即使他们正在推出产品（制作翅膀更大），开销几乎肯定会增加（身体会变大），他们会想计算更大的翅膀是否能为必然更重的身体提供足够的升力。

For instance, when deciding whether or not to launch a product, a value-driven business leader will always want to know how that effort is going to affect overhead. Why? Because even though they are launching a product (making the wings larger), the overhead will almost certainly increase (the body will get larger) and they will want to calculate whether the larger wings will provide enough lift for the necessarily heavier body.

在飞行员起飞之前，他们会进行仔细的计算以确保飞机不会太重。如果飞机很小，实际上有时会把行李甚至顾客从飞机上搬走，以保证飞机的安全。

Before a pilot takes off, they do a careful calculation to make sure the plane is not too heavy. If the plane is small, in fact, sometimes bags and even customers will be removed from the plane to ensure the plane’s safety.

聪明的领导者会确保飞机的机翼很大，两个引擎都很强壮，飞机的机身又薄又轻，因为他们知道，如果不这样做，公司就会崩溃。

A smart leader is going to make sure that the wings of the airplane are large, both engines are strong, and the body of the airplane is lean and light because they know, if they don’t, the business will crash.

同样，要点是：降低开销始终是重中之重。否则，业务会变得过于繁重而崩溃。

Again, the point is this: Keeping overhead down is always a priority. Otherwise, the business will get too heavy and it will crash.

以下是聪明的商业战略家为了保持业务精简、轻便和安全会问的一些问题。

Here are some questions a smart business strategist will ask in order to keep the business lean, light, and safe.

1.谁的时间将用于创建、发布和销售该产品？时间很贵。如果我们无法计算推出产品会占用员工多少时间，我们就会面临业务安全风险。

1.Whose time is going to be taken up to create, launch, and sell this product? Time is expensive. If we fail to calculate how much of our people’s time is going to be taken up if we launch a product, we risk the security of the business.

2.需要雇用哪些新人来运行这个项目，他们需要支付多少报酬？工资通常是我们最大的开支，我们需要提前知道这笔开支会增加多少，因为我们推出了这个产品。不仅如此，我们还需要知道这些薪水是如何划分为产品创造、销售和营销与行政的。请记住，产品创建、销售和营销有助于提升，而大部分管理工作是必要的开销。

2.What new people need to be hired to run this project and what will they need to be paid? Salaries are usually our largest expense and we need to know in advance how much this expense is going to grow because we’ve launched this product. Not only this, but we need to know how these salaries are divided into product creation, sales, and marketing versus administrative. Remember, product creation, sales, and marketing contribute to lift while much of administrative is necessary overhead.

3.如果我们推出这个产品，我们的管理费用会增加多少？我们是否需要更大的办公室、更多的医疗保健、更大的人力资源部门、进一步的学习和发展努力等等？换句话说，如果我们把飞机的机翼做得更大，那么机身需要多大才能支撑这些机翼？

3.How much will our overhead increase if we launch this product? Will we need a larger office, more healthcare, a larger HR department, further learning and development efforts, and so on? In other words, if we make the wings of the airplane larger, how much larger will the body need to be to support those wings?

4.我们可以在这次发射中削减他们不必要的成本以确保整个飞机不会变得太重吗？要想飞机安全可靠，就必须提高发动机的效率和推力，增加机翼的尺寸和强度，减轻机身重量。换句话说，我们必须处处提高效率。总是。

4.Are their unnecessary costs we can cut in this launch to make sure the entire plane doesn’t get too heavy? If we want the airplane to be safe and reliable, we must increase the efficiency and thrust of the engines, increase the size and strength of the wings, and decrease the weight of the body. In other words, we must increase efficiency everywhere. Always.

第二十三天

DAY TWENTY-THREE

如何制定战略——制造和销售合适的产品

How to Create Strategy—Make and Sell the Right Products

Wings：我们销售的产品是否有需求，是否盈利？

Wings: Is there a demand for the products we are selling and are they profitable?

我们很容易混淆我们应该创建哪些产品以及我们应该将宝贵的销售资源分配给哪些产品。

It’s easy to get confused about what products we should create and which products we should allocate valuable sales resources to.

通常，这些都是情绪化的决定。我们喜欢想要创造“X”产品的团队，老实说，我们欠他们一个赞成。或者，我们在上次领导会议上加倍强调了创造产品“Y”的重要性，即使销售额很低，我们也必须用更多资源来追逐这个决定，否则我们会看起来像是做了一个错误的决定。或者更糟的是，如果我们稍微关注产品“Z”，我们就有机会快速获得收入，而上帝知道我们需要支付账单。

Often, these are emotional decisions. We love the team that wants to create “X” product, and to be honest, we owe them a favor. Or, we doubled down on the importance of creating product “Y” in the last leadership meeting, and even though sales are low, we’ve got to chase that decision with further resources or we will look like we made a bad decision. Or worse, we have an opportunity to generate quick revenue if we put a little focus on product “Z” and God knows we need to pay bills.

这些都不是创建产品或为该产品分配有价值的销售和营销资源的充分理由。

None of these are good reasons to create a product or allocate valuable sales and marketing resources to that product.

您创造的产品是飞机的机翼。当我们销售这些产品时，飞机就会升起并允许我们飞行。

The products you create are the wings of the airplane. When we sell those products, the airplane gets lift and allows us to fly.

在选择要关注的产品时，您要选择具有两个关键特征的产品：

When choosing what products to focus on, you want to choose products that have two critical characteristics:

1.它们很轻。

1.They are light.

2.他们很强壮。

2.They are strong.

轻和强是什么意思？

What do I mean by light and strong?

1.它们很轻。它们可以出售以获得可观的利润或较小的利润，但可以批量出售。

1.They are light. They can be sold for considerable profit or a smaller profit but at volume.

2.他们很强壮。市场对该产品有强烈的需求。

2.They are strong. There is a strong demand for the product in the marketplace.

换句话说，无论我们对产品的感觉如何，我们只会投资于有利可图的产品要求。而已。如果我们不这样做，我们就会在飞机上绑上又小又弱的机翼，这将导致坠机。

In other words, regardless of how we feel about a product, we will only invest in products that are profitable and in demand. That’s it. If we don’t, we are strapping small, weak wings to our airplane and that will lead to a crash.

在决定是否创造产品、销售产品，甚至收购生产产品的公司时，盈利能力和需求是最重要的考虑因素。同样，如果一种产品没有需求或无利可图，你的飞机机翼就会脆弱无力。他们不会支撑飞机的头顶，它会坠毁。

When deciding whether or not to create a product, sell a product, or even buy out a company that makes a product, profitability and demand are the most important considerations. Again, if a product is not in demand or profitable, the wings of your airplane will be flimsy and weak. They will not support the overhead of the aircraft and it will crash.

这些标准对于简化您的产品供应也很重要。多年前，该公司可能需要现金并决定以 500 美元的价格出售“X”产品。现金流改善了片刻，直到你突然回到起点。为什么？因为该产品的生产成本为 425 美元，而 75 美元的利润不足以支付管理费用。

These criteria are also important for streamlining your product offering. Years ago, the company may have needed cash and decided to sell “X” product for $500. The cash flow improved for a moment until suddenly you were back where you started. Why? Because the product cost $425 to produce and the $75 profit wasn’t enough to cover overhead.

那个产品不轻。它没有足够好的利润率。

That product wasn’t light. It didn’t have a good enough profit margin.

可能已经创建了另一种产品，因为一位客户说您真的应该将它推向市场。他们答应会买下它。因此，您花费了大量资金将其推向市场，却发现世界上只有一个人需要它。实际上没有其他需求。

Another product may have been created because one customer said you really should bring it to market. They promised they’d buy it. So you spent a great deal of capital bringing it to market only to realize there was only one person in the world who wanted it. There was actually no other demand.

这是一个错误的决定，不是因为产品没有盈利，而是因为需求不高。

This was a bad decision, not because the product wasn’t profitable, but because the demand was not high.

基于这些标准，也许是时候清理您管理的任何公司的内部事务了。您目前销售的产品是否没有盈利？您入库的产品中是否有明显不再需要的产品？

Based on these criteria, perhaps it’s time to clean house at whatever company you manage. Are there products you are currently selling that are not profitable? Are there products you are warehousing that clearly are no longer in demand?

您可以通过清除无利可图或需求量大的产品并用两者都有利可图的产品替换它们来快速增强飞机的机翼。

You can quickly strengthen the wings of your airplane by clearing out products that are not profitable or in demand and replacing them with products that are both.

当然，某些产品是亏本的——这意味着你以成本价或低于成本价出售了很多产品，这样你以后就可以追加销售其他产品。如果是这种情况，该产品将获得通过。不过要小心。更好的策略是创造能够带来追加销售的产品，这些产品也有需求且有利可图。

Certain products are, of course, loss leaders—meaning you sell a lot of them at cost or below cost so you can upsell other items later. If that’s the case, that product gets a pass. But be careful. A better strategy would be to create products that lead to upsells that are also in demand and profitable.

分析您销售的产品。它们坚固轻便吗？有需求吗？他们有利可图吗？

Analyze the products you are selling. Are they strong and light? Is there a demand? Are they profitable?

如果不是，请简化您的产品供应，这样您就不会浪费宝贵的开销和精力推动不支持飞机升力的产品。

If not, streamline your product offering so you aren’t wasting precious overhead and energy pushing products that do not support the lift of the aircraft.

为了安全和适航，机翼应该坚固而轻便。在企业中，产品应该是需求旺盛且利润丰厚的。

To be safe and airworthy, wings should be strong and light. In a business, products should be in demand and highly profitable.

第二十四天

DAY TWENTY-FOUR

如何制定战略——营销优先

How to Create Strategy—Prioritize Marketing

正确的引擎/营销：测试您将如何营销产品。

Right engine/marketing: Test how you’re going to market the product.

我最喜欢的电影之一是Field of Dreams。在电影中，凯文科斯特纳扮演一位农民，神秘的声音告诉他要在他的玉米田里建造一座棒球场。声音一遍又一遍地低语，如果你建造它，他们就会来。在电影中，他建造了它，他们也这样做了。

One of my favorite movies of all time is Field of Dreams. In the movie, Kevin Costner plays a farmer told by a mysterious voice to build a baseball diamond in his cornfield. The voice whispers, over and over, If you build it, they will come. In the movie, he builds it, and they do.

据我所知，那部虚构的电影是唯一因为建成而引起关注的例子。可悲的是，生活中的几乎所有其他事物都必须建立起来，然后通过营销活动来支持。

As far as I know, that fictional movie is the only example of a thing that attracted attention just because it got built. Sadly, nearly everything else in life has to be built, then supported with a marketing campaign.

这里有一条规则：如果你不把人们吸引到你建造的东西上，他们就不会来。

Here’s a rule: If you don’t attract people to the thing you built, they won’t come.

如果您认为您的企业会因为拥有出色的产品而蓬勃发展，那您就错了。那里有太多很棒的产品。蓬勃发展的公司是掌握向客户介绍其产品的艺术的公司。

If you think your business will thrive simply because you have a great product, you’re wrong. There are simply too many great products out there. Companies that thrive are companies that master the art of telling customers about their products.

在本书的后面，我将用整整一周的时间来讨论如何开展成功的营销活动，但现在让我给你一个简单的提示，让你知道如何测试产品，看看营销活动是否有效。这里是：

Later in this book, I will spend an entire week talking about how to build a successful marketing campaign, but for now let me give you a simple tip so you can know how to test a product to see if a marketing campaign will even work. Here it is:

在发布产品之前，我要求营销部门为该产品构建一个登陆页面（营销页面），以便我可以调查对产品本身的兴趣。

Before launching a product, I ask the marketing department to build a landing page (marketing page) for that product so I can survey interest in the product itself.

我确实建立了一个网站，就好像该产品存在一样，然后调查潜在客户以查询兴趣。我不会在网站上放置“立即购买”按钮，而是放置一个“加入候补名单”按钮以查看有多少人单击该按钮。

I literally have a website built as though the product exists and then survey potential customers to query interest. Instead of placing a “buy now” button on the website, I’ll place a “join the waitlist” button to see how many people click the button.

我不只是在谈论纸上的线框登陆页面；我说的是 Web 上一个真实的隐藏页面，它看起来与我们在产品已经存在的情况下构建的页面一模一样。

I’m not just talking about a wire-framed landing page on paper; I’m talking about an actual, hidden page on the web that looks exactly like the page we would build if the product already existed.

在产品出现之前建立营销材料有两个作用：

Building the marketing collateral before the product even exists does two things:

1.帮助您阐明您的营销语言。为产品构建销售页面可帮助您创建和查看将激起客户兴趣的语言。构建页面，作为员工谈论它，并与一组选定的潜在客户共享页面以获得反馈。

1.Helps you clarify your marketing language. Building the sales page for the product helps you create and review language that will pique a customer’s interest. Build the page, talk about it as a staff, and share the page with a select group of potential customers to get feedback.

2.确认消费者的兴趣。一旦您明确了您的营销语言，您就可以向公众发布该页面或向选定的一组客户发布预订单。收集预订单是激发人们对产品的兴趣并首先了解人们是否感兴趣的好方法。

2.Confirms consumer interest. Once you’ve clarified your marketing language, you can release the page to the public or to a select group of customers for preorders. Collecting preorders is a great way to build excitement about the product and find out whether or not people are interested in the first place.

当然，您的目标网页是一个草稿，但它应该像您将产品推向市场一样创建。每个细节都应该考虑。

Your landing page is a rough draft, of course, but it should be created as though you are launching the product to market. Every detail should be considered.

测试您的营销语言就像在将引擎连接到飞机机身之前测试引擎一样。大多数企业会等到最后一刻才准备他们的营销创意，因为他们的精力都用在了创造产品上。但是如果没有正确的营销语言和计划，产品建成后就没有人会被吸引。那么为什么不先测试引擎呢？

Testing your marketing language is like testing an engine before you connect it to the body of the plane. Most businesses will wait till the last minute to prepare their marketing ideas because their energy is being used to create the product. But without the right marketing language and plan, nobody will be attracted to the product after it gets built. So why not test the engine first?

通过提前创建测试销售页面，您将对如何谈论产品以及产品是否会成功上市更有信心。您还将让您的营销团队（或计划）在发射前做好充分准备，这样您就不会等到最后一刻才确保这个关键引擎将为飞机提供推力。

By creating a test sales page in advance, you will gain more confidence in how you talk about the product and whether or not it will be successful going to market. You will also cause your marketing team (or plan) to be ready well in advance of the launch so you’re not waiting till the last minute to make sure this critical engine will provide thrust for the plane.

当然，在将产品预售给客户之前，您要确保它确实可以制造出来。话虽如此，有时订单很低，必须退款并且应该取消产品发布；否则，您可能会撞毁飞机。

Of course, you want to make sure that the product can actually be built before you presell it to customers. That said, there are times that orders are so low, refunds must be given and the product launch should be canceled; otherwise, you risk crashing the airplane.

同样，在本书的后面，我们将用整整一周的时间来讨论如何制定行之有效的营销计划。不过，现在，请考虑在发布产品之前对其进行测试，以防止自己犯下危险的错误。

Again, later in this book, we will spend an entire week talking about how to create a marketing plan that works. For now, though, consider testing products before you release them as a way of protecting yourself from making dangerous mistakes.

第二十五天

DAY TWENTY-FIVE

如何制定战略——运行销售系统

How to Create Strategy—Run a Sales System

左引擎/销售：创建客户可以用来进行购买的分步路径，并监控每个线索的进度。

Left engine/sales: Create a step-by-step path your customers can take to make a purchase, and monitor the progress of every lead.

为了使我们业务的销售引擎产生推力，我们将需要一个销售框架和系统。

In order for the sales engine of our business to produce thrust, we are going to need a sales framework and system.

仅仅雇用一名销售人员并让他们自由是不够的。如果销售人员要出类拔萃，就需要一条让客户失望的途径和个人责任制。

It’s not enough to just hire a salesperson and set them free. That salesperson needs a path to take customers down and personal accountability if they are going to excel.

稍后，我们将花整整一周的时间在本书中学习 Sales Made Simple 框架，但现在，问问自己，如果您、您的销售人员或您的整个销售团队有一个循序渐进的路径，他们会多生产多少？可以引导客户与指标一起让他们知道哪些客户处于购买旅程的哪个阶段。

Later, we will spend a full week in this book learning the Sales Made Simple framework, but for now, ask yourself how much more you, your salesperson, or your entire sales team would produce if they had a step-by-step path they could guide customers down along with metrics allowing them to know which customers were in which stages of the buying journey.

当然，重点是关闭更多业务。应该建立每周和每月的目标，以激励销售人员引导更多的客户走下去。

The point, of course, is to close more business. Weekly and monthly goals should be established that motivate sales professionals to guide more customers down the path.

以下是您的销售部门应该如何运作：

Here’s how your sales department should operate:

循序渐进的路径

A Step-by-Step Path

每个销售团队都需要采取一系列步骤来取得合格的领导才能完成交易。这一系列步骤看起来很简单：

Every sales team needs a series of steps to take a qualified lead down in order to close a deal. That series of steps could look as simple as:

1.合格的铅。

1.Qualify the lead.

2.发送潜在客户信息并安排通话。

2.Send the lead information and schedule a call.

3.参加入学会议。

3.Engage in an intake meeting.

4.发送突出显示预定谈话要点的建议。

4.Send a proposal highlighting predetermined talking points.

5.进入收尾顺序。

5.Enter into the closing sequence.

构建路径的方法有很多种，但只要有一条路径，您就可以设定目标并监控每条线索的进度。同样，在本书的后面，我将详细介绍 Sales Made Simple 框架，该框架将提供一个简单的分步路径，但重点是预先确定您想要吸引客户的路径并能够计算潜在客户的数量在路径的每个阶段。

There are many ways to structure the path, but simply having a path will allow you to set goals and monitor the progress of every single lead. Again, later in this book, I will detail the Sales Made Simple framework that will provide an easy step-by-step path, but the point is to predetermine the path you want to take customers down and be able to count the number of leads at each stage of the path.

您可以使用各种软件工具来监控哪些潜在客户处于关系的哪个阶段。

There are various software tools you can use to monitor which potential clients are at which stage of the relationship.

重点是：当您创建与潜在客户互动的分步路径时，您会更了解客户的需求，从而建立更有意义的关系，帮助更多客户解决问题，并完成更多销售。

The point is this: When you create a step-by-step path for interacting with potential clients, you know more about the customers’ needs and so enter into more meaningful relationships, help more customers solve their problems, and close more sales.

您是否有引导客户完成销售的分步路径？您是否知道每个客户处于哪个阶段，以便您可以以最有帮助的方式与他们互动？如果没有，创建一个销售系统并服务更多的客户，同时增加整体收入。

Do you have a step-by-step path you guide customers down in order to close a sale? And do you know which phase each customer is in so you can interact with them in the most helpful manner possible? If not, create a sales system and serve more customers while increasing overall revenue.

第二十六天

DAY TWENTY-SIX

如何制定战略——保护现金流

How to Create Strategy—Protect Cash Flow

燃料：密切关注现金流，因为如果现金用完，企业就会崩溃。

Fuel: Watch cash flow closely because if you run out of cash, the business will crash.

你可以拥有一架完美的飞机，拥有巨大而结实的机翼、精瘦轻盈的机身和两个强大的发动机，但如果燃料耗尽，仍然会发生可怕的坠机事故。

You can have a perfectly sound airplane with giant, strong wings, a lean, light body, and two powerful engines and yet still suffer a horrific crash if you run out of fuel.

在企业中，银行中可用的资金是燃料。如果你没有强大的现金流，飞机无论如何都会坠毁。

In a business, accessible money in the bank is fuel. If you don’t have a strong cash flow, the plane will crash no matter what.

在我们做出的每一个决定中，重要的是要问自己这个决定将如何影响现金流。如果一种新产品要进行大量的研发，然后是昂贵的生产和漫长的销售周期，那么我们基本上是在决定飞入逆风，这将很快耗尽燃料。需要谨慎做出该决定。

In every decision we make, it is important to ask ourselves how this decision will affect cash flow. If a new product is going to take an enormous amount of research and development followed by expensive production and a long sales cycle, we are essentially deciding to fly into a headwind that is going to drain fuel fast. That decision needs to be made carefully.

数量惊人的商业领袖会凭直觉判断他们是否有足够的资金来推动他们想要开展的任何项目。但是一个好的飞行员永远不会相信他们的直觉是否有足够的燃料。

A shocking number of business leaders go with their gut on whether or not they have the capital to fuel whatever project they want to embark on. But a good pilot would never trust their gut on whether they have enough fuel.

事实上，任何上过几次飞行课的人都知道，在起飞前，你甚至都不相信你的燃油表。您实际上是爬上机翼并使用仪器从物理上确保这些油箱中有燃料。

In fact, anybody who’s taken a couple of flying lessons knows that, before taking off, you don’t even trust your fuel gauge. You literally crawl up on the wing and use an instrument to make sure, physically, that there is fuel in those tanks.

在做出重要的商业决策之前，要问以下七个财务问题：

Here are seven financial questions to ask before making an important business decision:

1.在我们推出这个产品之前，我们需要多少现金来创造它？

1.How much cash will we need to create this product before we launch it?

2.该产品的利润率是多少？它能把现金返还给金库吗？

2.What is our profit margin on this product? Will it be able to return cash to the coffers?

3.我们什么时候开始靠这个产品赚钱？

3.When will we start making money on this product?

4.推出该产品将如何影响我们的其他收入来源？它会减少来自其他地方的现金吗？

4.How will launching this product affect our other revenue streams? Will it reduce cash coming in from somewhere else?

5.在此产品上亏损是否会在其他地方产生销售和利润？如果是这样，多少钱？

5.Does losing money on this product generate sales and profits elsewhere? If so, how much?

6.我们怎样才能使这个产品更有利可图？

6.How can we make this product more profitable?

7.该产品的哪些迭代版本可以卖出更多的钱？

7.What iterations of this product could we sell for more money?

使用这些问题来激发对每个收入来源的思考。确保使用问题生成实际数字。在你得到实际数字之前，你只希望你有足够的燃料。实际数字将告诉您是否可以完成旅程。数字不会说谎。

Use these questions to stimulate thought regarding each of your revenue streams. Make sure you use the questions to generate actual numbers. Until you get to actual numbers, you’re only hoping you have enough fuel. Actual numbers will tell you whether you can make the journey or not. Numbers don’t lie.

没有什么比在谈话中明显表明您不了解现金流更能给您的老板发出危险信号的了。决策应完全基于他们直接或间接影响进入公司的现金量的能力。

Nothing sends up a red flag for your boss faster than a conversation in which it becomes obvious that you don’t understand cash flow. Decisions should be made based solely on their ability to directly or indirectly affect the amount of cash coming into the company.

我将这种思路称为“燃料过滤器”，因为每个决定都必须通过“这将如何影响现金？”这个问题来过滤。

I call this line of thinking the “fuel filter,” because every decision has to be filtered through the question “how will this affect cash?”

您是否通过燃料过滤器运行每一个决定，询问这个决定将如何影响公司维持健康现金流的能力？

Do you run every decision through the fuel filter, asking how this decision will affect the company’s ability to maintain a healthy cash flow?

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第五章

CHAPTER FIVE

消息传递变得简单

MESSAGING MADE SIMPLE

如何（以及为什么）阐明您的营销信息

How (and Why) to Clarify Your Marketing Message

介绍

INTRODUCTION

既然我们已经确立了一个称职的专业人士的品格，学会了树立愿景，变得更有效率，并且了解了企业的真正运作方式，现在是时候学习如何澄清信息了。

Now that we’ve established the character of a competent professional, learned to cast a vision, become more personally productive, and arrived at an understanding of how a business really works, it’s time to learn how to clarify a message.

除非我们能够在吸引买家的营销信息中向客户解释它们的重要性，否则我们正在进行的所有这些项目都不会有任何进展。

All of those projects we are working on won’t go anywhere unless we can explain their importance to customers in a marketing message that attracts buyers.

客户不仅会被好的产品所吸引，他们还会被描述该产品的清晰信息所吸引。

Customers are not only attracted to a good product, they are attracted to a clear message that describes that product.

在本书接下来的两节中，我将教您如何澄清营销信息，然后使用您从该澄清过程中产生的声音片段创建销售漏斗。

In the next two sections of the book, I’m going to teach you how to clarify a marketing message and then create a sales funnel using the sound bites you generate from that clarification process.

任何知道如何阐明营销信息的专业人士在市场上的价值都更高。为什么？因为清晰的信息可以销售产品。

Any professional who knows how to clarify a marketing message is worth thousands more in the marketplace. Why? Because a clear message sells product.

作为一名专业人士，最难做的事情就是引起人们的注意，但在接下来的五天里，我将教你如何做。我将教你如何邀请客户使用清晰、引人注目的信息。

The hardest thing to do as a professional is to get people’s attention, but in the next five days I’m going to teach you how. I’m going to teach you to invite customers into a clear, compelling message.

如果你能清楚地解释人们在购买你的产品时会得到什么样的更好的生活，你就会销售更多的产品。

If you can clearly explain what sort of better life people get when they buy your product, you will sell more products.

在接下来的五天里，我将教你如何制作几个战略性的短片，让客户想要购买你的产品。

In the next five days, I’m going to teach you how to create several strategic sound bites that make customers want to buy your products.

一旦你的声音被咬下来，你就可以一遍又一遍地重复它们，就好像你正在通过记忆练习来带领世界。这就是有纪律的营销人员所做的。他们通过记忆练习来了解世界。业余爱好者会说出自己的想法，但价值驱动的专业人士会通过重复有条理的声音来引导人们的想法，邀请客户购买可以改变他们生活的产品。

Once you have your sound bites down, you can repeat them over and over as though you are taking the world through an exercise in memorization. That’s what disciplined marketers do. They take the world through an exercise in memorization. Amateurs speak their minds, but value-driven professionals guide people’s thoughts by repeating disciplined sound bites that invite customers to buy a product that will change their lives for the better.

创建声音片段后，您可以将它们写到图 5.1中的框架中。

When your sound bites are created, you can write them down into the framework in Figure 5.1.

在您体验接下来的五天之后，网格将更有意义。您可以使用我在 MyStoryBrand.com 上创建的工具创建自己的消息传递网格。该工具也是免费的。

The grid will make more sense after you experience the next five days. You can create a messaging grid of your own using a tool I created at MyStoryBrand.com. That tool is also free.

图 5.1

FIGURE 5.1

一旦您了解了如何阐明信息，您就可以使用该信息来制作营销材料、发表更好的演讲、设计出色的电梯演讲，甚至讲述您的工作为何对世界如此重要的故事。简而言之，一旦您传达了明确的信息，您就可以通过您的业务对世界产生积极影响。

Once you understand how to clarify a message, you can use that message to create marketing collateral, give better speeches, design a terrific elevator pitch, or even tell the story of why your work matters to the world. In short, once you create a clear message, you can positively impact the world through your business.

你能清楚地说明你的产品如何改变人们的生活吗？您是否有让人们想要了解更多甚至购买的声音片段？当您尝试对网站进行线框设计或撰写演讲稿时，您是否感到卡住了？

Can you clearly state how your products change people’s lives? Do you have sound bites that make people want to know more, or even make a purchase? When you try to wire-frame a website or write a speech, do you feel stuck?

在接下来的五天里，我将向您介绍 StoryBrand 消息传递框架，它将帮助您阐明您的信息，以便人们真正倾听。

In the next five days, I’ll introduce you to the StoryBrand messaging framework that will help you clarify your message, so people actually listen.

第二十七天

DAY TWENTY-SEVEN

如何阐明您的信息——使用故事来吸引客户

How to Clarify Your Message—Use Story to Engage Customers

在澄清您的信息时，请使用故事的力量。

When clarifying your message, use the power of story.

一般人将 30% 的时间花在做白日梦上。事实上，我们在与他人交谈、听演讲、刷手机，甚至吃饭的大部分时间里，都完全被检查出来了。

The average person spends 30 percent of their time daydreaming. In fact, much of the time we are talking with others, listening to speeches, scrolling through our phones, and even eating a meal, we are completely checked out.

做白日梦和退房不是坏事。事实上，白日梦是一种生存机制。当我们做白日梦时，我们是在保存精神能量，以备日后生存之需。从字面上看，如果某件事不有趣，您的大脑就会让您进入白日梦模式，这样您就不会使用以后遇到威胁时可能需要的能量。

Daydreaming and checking out aren’t bad things. In fact, daydreaming is a survival mechanism. When we daydream, we’re conserving mental energy in case we need it later for survival. Literally, if something isn’t interesting, your mind will put you in daydream mode so you don’t use the energy you might need later if you encounter a threat.

可悲的是，这意味着大多数时候我们试图向某人解释一些重要的事情，他们正在与做白日梦的诱惑作斗争。

Sadly, this means most of the time we are trying to explain something important to somebody, they’re fighting the temptation to daydream.

除非。

Unless.

人类已知的唯一可以阻止人们做白日梦的工具就是故事。当我们开始听到一个故事时，我们就会停止做白日梦并集中注意力。

The only tool known to man that can stop people from daydreaming is story. When we start to hear a story, we stop daydreaming and pay attention.

故事是如此强大。

Story is that powerful.

但是，大多数人不知道如何讲故事，当然也不知道如何通过古老的故事元素来过滤他们的信息以引起人们的注意。

Most people, though, don’t know how to tell a story and certainly don’t know how to filter their message through the ancient elements of story in order to get people’s attention.

对你来说，今天改变了。我将教你一个讲故事的公式，然后用下一周的时间来解开这个公式，这样你就可以创造出很好的营销信息，进行精彩的演讲，并引起人们的注意。

For you, that changes today. I’m going to teach you a formula for telling a story and then spend the next week unpacking that formula so you can create great marketing messages, give terrific presentations, and command attention.

开始了 。. .

Here we go . . .

每当您进行演示（我将在本书后面的部分中分享更多有关演示的技巧）、构建网站框架，甚至进行电梯推介时，都可以使用这个简单的故事公式来吸引您的听众。

Whenever you are giving a presentation (I’ll share more tips on giving presentations in a later section of this book), or wire-framing a website, or even giving an elevator pitch, use this simple story formula to engage your audience.

图 5.1

FIGURE 5.1

例如，这是面包师用来销售结婚蛋糕的故事公式：

For instance, here is the story formula used by a baker to sell a wedding cake:

现在这是一个推销。该语言可用于演示文稿、营销网站、电子邮件，甚至视频中。

Now that’s a sales pitch. And that language can be used in presentations, marketing websites, emails, and even in a video.

一旦你知道故事是如何运作的，你就可以澄清任何信息，以便人们倾听。

Once you know how story works, you can clarify any message so people will listen.

在接下来的四天里，我们将仔细研究这些故事元素，并帮助您制作出越来越清晰的信息。无论您正在从事什么项目，能够以一种引人入胜的方式谈论它都会吸引您使项目取得成功所需的资源。

In the next four days, we will take a closer look at these elements of story and help you craft a clearer and clearer message. No matter what project you’re working on, being able to talk about it in an engaging way will attract the resources you need to make the project a success.

第二十八天

DAY TWENTY-EIGHT

如何阐明您的信息——将您的客户定位为英雄

How to Clarify Your Message—Position Your Customer as the Hero

在阐明您的营销信息时，切勿将自己定位为英雄。始终将自己定位为向导。

When clarifying your marketing message, never position yourself as the hero. Always position yourself as the guide.

在故事中，英雄并不是最强的角色。事实上，英雄往往不愿出手，充满自我怀疑，担心故事不会好转，急需帮助。

In stories, heroes are not the strongest character. In fact, heroes are often unwilling to take action, filled with self-doubt, worried the story won’t turn out well, and in desperate need of help.

在故事中，英雄是弱者变强。

In stories, heroes are weak characters becoming strong.

不过，大多数故事中还有另一个角色，他已经很强大了。向导存在于故事中以帮助英雄获胜。出于这个原因，每当我们澄清我们的信息时，我们都希望将自己定位为向导，而不是英雄。

There is another character in most stories, though, who is already strong. The guide exists in the story to help the hero win. For this reason, whenever we clarify our message, we want to position ourselves as the guide, not the hero.

能演人生中的男主真好。事实上，我们都是肩负着完成某项使命的英雄。但在商业中，换角色并扮演向导。存在帮助英雄获胜的指南，这就是企业存在的原因。它们的存在是为了解决客户的问题，帮助他们取胜，并将他们转变为比以前更好（或更有能力）的自己。

It’s great to play the hero in life. In fact, we are all heroes on a mission trying to accomplish something. But in business, switch rolls and play the guide. Guides exist to help heroes win, and that’s why businesses exist. They exist to solve customers’ problems, help them win, and transform them into better (or more equipped) versions of their prior selves.

一个普通人每天要戴很多帽子。早上，他们一边回顾自己的人生计划，一边计划这一天，一边扮演主人公。然后，在帮助孩子准备上学的同时，他们戴上了向导帽，帮助孩子成为最好的自己。

An average person wears many hats every day. In the morning, while reviewing their life plan and planning the day, they play the hero. Then, while helping their kids get ready for school, they put on the guide hat, helping their kids become their best selves.

后来，在办公室，他们在处理日常任务时继续扮演英雄。但是，一旦他们拿起电话与客户交谈，他们就会切换到指南。

Later, at the office, they continue playing the hero as they tackle their daily tasks. But as soon as they pick up the phone to talk to a customer, they switch into the guide.

要在生活中有所成就，扮演英雄，但在与客户打交道时，永远扮演向导，不要扮演英雄。为什么？因为客户正在寻找可以帮助他们赢得胜利的向导。他们不是在寻找另一个英雄。

To accomplish much in life, play the hero, but when with customers, always play the guide and never play the hero. Why? Because customers are looking for a guide who can help them win the day. They aren’t looking for another hero.

电影中一些我们最喜欢的角色实际上是导游。在星球大战中，尤达和欧比旺帮助卢克和他的朋友们对抗邪恶帝国。在《饥饿游戏》中，黑密斯帮助凯妮丝活下来并赢得了胜利。

Some of our favorite characters in movies are actually the guides. In Star Wars, Yoda and Obi-Wan help Luke and his friends fight the evil empire. And in The Hunger Games, Haymitch helps Katniss survive and win the day.

向导是故事中最强大的角色，因为他们已经克服了英雄现在必须克服的同样挑战。这意味着他们经验丰富，装备精良，知道如何取胜。

Guides are the strongest characters in the story because they have already overcome the very same challenges the heroes must now overcome. That means they are experienced and equipped and know how to win.

在生活中，有需要的人（有时是我们所有人）不会四处寻找其他英雄；我们四处寻找向导。因此，如果一个品牌、产品或领导者将自己定位为英雄而非向导，客户通常会越过它寻找另一个品牌、领导者或产品。

In life, people in need (which at times is all of us) do not look around for other heroes; we look around for guides. So, if a brand, product, or leader positions itself as the hero and not the guide, customers will often look past it for another brand, leader, or product.

定位为英雄和定位为向导有什么区别？英雄讲述自己的故事，而向导则了解英雄故事并做出牺牲以帮助他们获胜。

What’s the difference between positioning as the hero and positioning as the guide? A hero tells their own story while a guide understands the hero story and sacrifices to help them win.

向导坚强、自信，知道如何打败坏人。向导在旅途中为英雄提供建议。

Guides are strong, self-assured, and know how to defeat the villain. Guides counsel the hero on their journey.

将您的品牌、项目或您自己定位为向导，人们将跟随您的领导。

Position your brand, your project, or yourself as the guide and people will follow your lead.

你如何定位自己作为向导？以下是称职向导的两个特征：

How do you position yourself as the guide? Here are the two characteristics of a competent guide:

1.共情。向导了解主人公的挑战并认同他们的痛苦。他们关心英雄。

1.Empathy. The guide understands the hero’s challenge and identifies with their pain. They care about the hero.

2.权威。该指南有能力帮助英雄解决他们的问题。导游知道他们在做什么。

2.Authority. The guide is competent to help the hero solve their problem. The guide knows what they are doing.

作为专业人士，沟通中的一二拳是说我知道你在挣扎什么，我可以帮助你摆脱困境。

The one-two punch in communication as a professional is to say I know what you’re struggling with and I can help you get out of it.

当你为了制作营销材料、发表演讲、电梯演讲，甚至在会议期间澄清你的信息时，通过理解你的听众的问题并有能力帮助他们解决这些问题来发挥指导作用。

When you are clarifying your message in order to create marketing material, give a speech, an elevator pitch, or even during a meeting, play the guide by being empathetic to your audience’s problems and being competent to get them through those problems.

第二十九天

DAY TWENTY-NINE

如何澄清您的信息——谈论您客户的问题

How to Clarify Your Message—Talk about Your Customer’s Problem

在澄清您的营销信息时，要知道问题所在。

When clarifying your marketing message, know the problem is the hook.

直到主角遇到问题，故事才真正开始。你可以告诉我们角色的名字、他们住在哪里、和谁一起出去玩以及他们想要什么，但是在挑战角色的问题出现之前，观众会想知道故事什么时候开始。

A story doesn’t really get going until the main character encounters a problem. You can tell us the character’s name, where they live, who they hang out with, and what they want, but until a problem shows up that challenges the character, an audience will wonder when the story is going to get started.

那么，这个故事真相如何转化为商业呢？

So, how does this story truth translate into business?

这意味着：除非您开始谈论您的产品或您的品牌作为解决某人问题的方法，否则他们不会感兴趣。

It means this: Until you start talking about your product, or your brand as the solution to somebody’s problem, they won’t be interested.

问题是钩子。在讲故事的人介绍主角所面临的挑战之前，观众一直在想这个故事是关于什么的。

The problem is the hook. Until the storyteller introduces the challenge the main character is up against, the audience sits wondering what the story is about.

想想看。直到我们了解到杰森伯恩不知道他是谁，这部电影才变得有趣。如果 Frodo Baggins 只需将戒指扔进他小厨房的垃圾桶就可以毁掉这枚戒指，那么我们就不会有故事了。整个故事是关于主人公克服冲突的。为什么？因为冲突是观众所关注的。

Think about it. Is isn’t till we understand that Jason Bourne has no idea who he is that the movie gets interesting. And if Frodo Baggins could have destroyed the ring simply by tossing it in the trash in his little kitchen, we wouldn’t have a story. The entire story is about the hero overcoming conflict. Why? Because conflict is what an audience pays attention to.

这对我们的营销信息意味着什么？这意味着我们必须不断谈论客户的问题，否则他们不会对我们的产品感兴趣。

What does this mean for our marketing message? It means that we have to keep talking about our customers’ problems or they won’t be interested in our products.

如果您要创建一些关于产品的谈话要点，请确保定义您的产品解决的确切问题。你要带走什么痛苦？你要清除什么障碍？你要打败哪个恶棍？问问自己这些问题，答案将揭示为什么您的产品值得购买。

If you’re creating some talking points about a product, make sure to define the exact problem your product resolves. What pain are you taking away? What roadblock are you removing? What villain are you defeating? Ask yourself these questions and the answer will reveal why your product is worth purchasing.

你谈论你解决的问题越多，你对你的产品或服务的价值就越大。

The more you talk about the problem you solve, the more value you attribute to your product or service.

可悲的是，在澄清他们的信息时，大多数专业人士都会讲述他们的故事。他们谈论他们的祖父如何创办这家公司以及他们经营了多长时间。但这些都是废话。任何专业人士应该谈论的第一件事就是他们或他们的产品可以解决的问题。在他们谈论这个问题之前，人们都在想他们是否应该听。

Sadly, when clarifying their message, most professionals tell their story. They talk about how their grandfather started the company and how long they’ve been in business. But these are wasted words. The very first thing any professional should talk about is the problem they or their product can solve. Until they talk about the problem, people are wondering whether they should even listen.

你要解决什么问题？您所在公司的部门解决了什么问题？你的产品解决什么问题？定义这个问题，人们最终会开始倾听。

What problem do you solve? What problem does the division of the company you work within solve? What problem does your product solve? Define this problem and people will finally start to listen.

第三十天

DAY THIRTY

如何阐明您的信息——创建明确的号召性用语

How to Clarify Your Message—Create a Clear Call to Action

在阐明您的营销信息时，请定义您希望受众采取的行动。

When clarifying your marketing message, define what action you want your audience to take.

明确的信息会激发行动。

A clear message inspires action.

明确的信息不会改变世界。人们在听到明确信息后采取的行动改变了世界。

A clear message does not change the world. The action people take after hearing a clear message changes the world.

我们所知道的世界不是由坐在那里看着肚脐的人建立的；它是由受到启发采取行动的人们建造的。

The world that we know was not built by people sitting around looking at their belly buttons; it was built by people who were inspired to take action.

在第二次世界大战期间，英国前线的士兵只是从他们的首相温斯顿丘吉尔的每周讲话中受到鼓舞。在目睹朋友被杀、希望破灭之后，是温斯顿·丘吉尔每周发布的信息和他的行动号召让他们继续前进。

During World War II, soldiers on the British front lines were only inspired to fight by the weekly address from their prime minister, Winston Churchill. After watching friends get killed and having hope diminished, it was the weekly messages of Winston Churchill and his calls to action that kept them going.

在一个好故事中，向导必须自信地要求主人公采取行动，否则主人公就会失去信心而失败。

In a good story, the guide must confidently ask the hero to take action or the hero will lose confidence and fail.

为什么？因为当向导不能自信地要求人们采取行动时，听众就会开始怀疑向导的能力。你能不能让英雄摆脱困境？

Why? Because when the guide fails to confidently ask people to take action, the listener begins to doubt the guide’s competence. Can you or can’t you get the hero out of this predicament?

欧比旺克诺比不能礼貌地建议卢克使用武力作为一个潜在的选择；他必须明确指示卢克将“使用武力”。

Obi-Wan Kenobi cannot politely suggest that Luke use the force as a potential option; he must declare a clear direction that Luke will “use the force.”

观众可以闻到你是否相信你的想法或你的产品。您要么有解决方案，要么没有。你要么有信心，要么没有。您可以在他们的旅程中提供帮助，也可以不提供帮助。如果你做不到，你会礼貌地请他们以你在寻求慈善的方式购买你的产品（因为你是）。但是，如果你能帮助他们，你就会告诉他们购买你的产品或使用你的服务，因为你不再希望他们为自己的问题而苦恼。

Audiences can smell whether or not you believe in your ideas or your products. You either have a solution or you do not. You are either confident or you are not. You can either help in their journey or you cannot. If you cannot, you will politely ask them to buy your product in such a way that you sound like you’re asking for charity (because you are). If you can help them, though, you will tell them to buy your product or use your service because you no longer want them to struggle with their problem.

许多专业人士不了解能力和信心的力量。如果你真的有办法解决人们的问题，而且你有信心邀请人们加入那个解决方案，你就应该坚定信心。

Many professionals do not understand the power of competence and confidence. If you actually have a solution to people’s problems, and you have the confidence to invite people into that solution, you should stand in that confidence.

事实是，如果你自信地告诉人们他们需要做什么来解决问题，他们就会去做，但如果你羞怯地建议人们可以做什么来解决问题，他们很可能不会。

The truth is, if you confidently tell people what they need to do to solve a problem, they will do it, but if you sheepishly suggest what people can do to solve the problem, they most likely won’t.

多年前，我正在为大约 200 名商业领袖讲授 StoryBrand 消息传递研讨会。我在教室里活过来了。老实说，我天生就是要成为一名教授，我喜欢找到无需使用教科书或 PowerPoint 幻灯片就能表达观点的方法。我告诉听众我有一个非常重要的观点要表达，只是我要在大楼外的人行道上表达。

Years ago, I was teaching a StoryBrand messaging workshop to about two hundred business leaders. I come alive in a classroom. I was honestly designed to be a professor and I love finding ways to make a point without using a textbook or a PowerPoint slide. I told the audience I had a very important point to make, only I was going to make it on the sidewalk outside the building.

我让那群人站起来跟着我出门。

I asked the group to stand up and follow me out the door.

两百个商界领袖都缓缓起身，有些迷茫地走出了大门，穿过大厅，来到了马路边的路边。然后我站在一个箱子上，抓起扩音器，告诉他们我想表达的非常重要的一点。

All two hundred business leaders got up slowly, somewhat confused, and walked out the door, through the lobby, and onto the curb by the street. I then stood up on a box, grabbed a bullhorn, and told them the very important point I wanted to make.

我对路边的人群说：“永远记住这一点。人们会去你告诉他们去的地方。”

I said to the crowd on the curb: “Always remember this. People will go where you tell them to go.”

全班同学笑着摇头，然后我们慢慢地回到大楼里。

The class laughed and shook their heads and then we slowly went back into the building.

这是我想让我的班级理解的真正要点：如果你不告诉人们该做什么，他们就不会做任何事情。如果您不以明确的行动号召结束演讲，人们就不会采取行动。如果您不在您的网站上向人们提供分步说明，他们根本不会采取任何步骤。

Here was the real point I wanted my class to understand: If you do not tell people what to do, they will not do anything. If you don’t end a speech with a clear call to action, people will not take action. If you do not give people step-by-step instructions on your website, they will not take a step at all.

在创建构成清晰信息的谈话要点时，包括强烈的行动号召；否则，你永远无法改变世界。

As you create the talking points that make up your clear message, include a strong call to action; otherwise, you will never change the world.

第三十一天

DAY THIRTY-ONE

如何阐明您的信息——明确利害关系并营造紧迫感

How to Clarify Your Message—Define the Stakes and Create Urgency

在澄清您的信息时，请务必定义利害关系。

When clarifying your message, be sure to define what’s at stake.

当我还是个孩子的时候，我妈妈常常在周五晚上带我和姐姐去美元剧院。她会为我们每个人付一美元，然后再花一美元买爆米花和可乐。请注意，我们很穷，去剧院是件大事。

When I was a kid, my mother used to take my sister and me to the dollar theater on Friday night. She’d pay a dollar for each of us, and then another dollar for popcorn and a Coke. Mind you, we were poor, and going to the theater was a big deal.

不过，我向你发誓，我不会用这些经历来换取富裕的成长。他们几乎是神奇的。

I swear to you, though, I would not trade growing up rich for those experiences. They were nearly magical.

正是在那个美元剧院里，我爱上了故事。当然，我们比富裕家庭晚几个月才看这些电影，但谁在乎呢。电影很棒。Elliot 会让 ET 回家吗？卢克会摧毁死星吗？洛基会打败阿波罗信条吗？

It was in that dollar theater that I fell in love with stories. Of course we were seeing those movies a couple months behind the rich families, but who cares. The movies were amazing. Would Elliot get E.T. back home? Would Luke destroy the Death Star? Would Rocky defeat Apollo Creed?

我小时候坐在那个剧院里有一些很棒的经历。这些经历后来促使我研究故事、写书和我自己的剧本，并在很久以后帮助不止一些领导者制定重要的信息。

I had some terrific experiences sitting in that theater as a kid. Those experiences would later cause me to study stories, to write books and a screenplay of my own, and much later to help more than a few leaders craft messages that matter.

那么，是什么让所有这些故事如此精彩呢？好吧，在我 12 岁的空手道小子结束时让我站在座位上向空中扔爆米花的事情与帮助您邀请客户进入精彩故事的事情相同：赌注。丹尼尔真的可以在腿受伤的情况下击败恶霸并赢得空手道比赛吗？事实证明他可以。

So, what made all those stories so great? Well, the same thing that had me standing on my seat throwing popcorn into the air at the end of The Karate Kid when I was twelve years old is the same thing that will help you invite customers into a great story: the stakes. Could Daniel really beat the bully and win the karate tournament with a hurt leg? It turned out he could.

您是否希望人们像我在空手道小子中一样参与您和您的品牌？作为领导者，你想让自己脱颖而出吗？您想让您的产品在公开市场上发挥作用吗？想让自己的品牌在人群中脱颖而出分割？如果你这样做了，请定义如果听众选择其他人而不是你，会有什么利害关系。

Do you want people as engaged in you and your brand as I was in The Karate Kid? Do you want to differentiate yourself as a leader? Do you want your product to matter on the open market? Do you want your brand to stand out in a crowded segment? If you do, define what’s at stake if the audience chooses somebody else over you.

如果你不定义什么是利害攸关的，你就会比那些选择巧妙而不是有趣的黑白德国电影更快地从记忆中消失。

If you don’t define what’s at stake, you will fade from memory faster than one of those black-and-white German films that chooses to be artful rather than interesting.

如果我们购买或不购买您的产品，有什么利害关系？如果我们选择其他品牌而不是您的品牌，将会获得或失去什么？

What’s at stake if we do or do not buy your product? What can be won or lost if we choose another brand over yours?

如果没有赌注，就没有故事。

If there are no stakes, there is no story.

花一些时间回答这些问题：

Spend some time answering these questions:

1.如果人们参与我邀请他们进入的故事，他们的生活会是什么样子？

1.What will people’s lives look like if they engage the story I’m inviting them into?

2.如果人们不参与我邀请他们进入的故事，他们的生活会是什么样子？

2.What will people’s lives look like if they don’t engage in the story I’m inviting them into?

定义利害攸关的事情，你的故事就会变得非常非常有趣。

Define what’s at stake and your story will get very, very interesting.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第六章

CHAPTER SIX

营销变得简单

MARKETING MADE SIMPLE

如何创建将潜在客户转化为买家的销售渠道

How to Create a Sales Funnel That Converts Potential Customers into Buyers

介绍

INTRODUCTION

建立了称职的专业人士的品格，学会了围绕一个愿景团结团队，提高了我们的个人生产力，开始了解如何防止企业崩溃，学会了澄清营销信息，是时候成为一名营销专家了。

Having established the character of a competent professional, learned to unite a team around a vision, increased our personal productivity, come to understand how to keep a business from crashing, and learned to clarify a marketing message, it’s time to become a marketing expert.

并非每个专业人士都在营销部门工作，但每个专业人士都需要对营销有足够的了解，以便他们可以宣传自己的想法、产品和计划。

Not every professional works in the marketing department, but every professional needs to know enough about marketing that they can get word out about their ideas, products, and initiatives.

营销不仅仅是向客户传递信息，它还向同事、利益相关者，甚至新闻界或媒体传递信息。

Marketing isn’t just about delivering messages to customers, it’s also about delivering messages to coworkers, stakeholders, and even the press or media.

在 Business Made Simple，我们向学生传授一种称为销售漏斗的基本营销方法。销售漏斗是您可以实施的最简单、最便宜但最有效的营销策略之一。事实上，我认为销售漏斗是任何良好营销计划的基础。

At Business Made Simple, we teach our students a basic marketing methodology called a sales funnel. A sales funnel is one of the simplest, most inexpensive, and yet effective marketing strategies you can implement. In fact, I consider a sales funnel to be the foundation of any good marketing plan.

销售渠道可用于吸引客户，也可用于内部沟通。它们可用于 B2C 或 B2B 通信。它们可用于营利性或非营利性活动。这无关紧要。销售漏斗有效。

Sales funnels can be used to engage customers or they can be used for internal communication. They can be used for B2C or B2B communication. They can be used in for-profit or nonprofit endeavors. It hardly matters. A sales funnel works.

事实上，在 2020 年 3 月，当一种新型冠状病毒导致全球经济停摆，大多数零售企业关门数月之时，我注意到拥有销售漏斗的企业生存的可能性要大得多。为什么？因为销售漏斗可以为您做两件事：

In fact, in March of 2020 when a novel coronavirus shut down the global economy and most retail businesses shut their doors for months, I noticed that businesses with a sales funnel were much more likely to survive. Why? Because of the two things that a sales funnel does for you:

1.它赢得了客户的信任和熟悉。

1.It earns trust and familiarity with customers.

2.它使您可以联系他们并传递您的信息。

2.It allows you to reach out to them and pivot your message.

他们之所以能够生存下来，是因为建立了销售渠道的企业收集了电子邮件地址和联系信息。然后，他们能够调整他们的信息和产品以反映危机。没有销售渠道的企业无法接触到他们的客户，因此被遗忘。

The reason they were able to survive is because businesses who had built sales funnels had collected email addresses and contact information. They were then able to pivot their message and their offerings to reflect the crisis. Businesses who didn’t have sales funnels were not able to reach out to their customers and so were forgotten.

如果您正在发展业务，销售漏斗应该是您在营销计划中创建的第一件事。

If you’re growing a business, a sales funnel should be the first thing you create in your marketing plan.

在接下来的五天里，我将向您介绍营销变得简单的方法，并向您揭示销售漏斗的五个部分。

For the next five days, I’ll introduce you to the Marketing Made Simple methodology and will reveal to you the five parts of a sales funnel.

虽然大多数营销培训都是哲学性的，但这种培训旨在务实。我们希望您能够构建或监督构建已被证明有效的基本营销工具。

While most marketing training is philosophical, this training is intended to be pragmatic. We want you to be able to build or supervise the build of basic marketing tools that have been proven to get results.

无论您是否会成为专业营销人员，了解什么是销售漏斗及其运作方式都会显着提高您在公开市场上的价值。每个人都应该了解如何告诉人们他们做什么以及为什么这很重要。

Regardless of whether you will ever be a professional marketer, understanding what a sales funnel is and how it works dramatically increases your value on the open market. Everybody should understand how to tell people what they do and why it matters.

不仅如此，当您完成本周的阅读材料和视频后，您将比 95% 的商业领袖更了解营销。这使您成为能够为任何组织提供卓越价值的专业精英团队。

Not only this, but when you’re done with this week’s readings and videos, you’ll know more about marketing than 95 percent of business leaders. That puts you in an elite group of professionals who are able to deliver exceptional value to any organization.

第三十二天

DAY THIRTY-TWO

如何创建营销活动——了解销售漏斗

How to Create a Marketing Campaign—Understand a Sales Funnel

优秀的营销人员知道如何建立销售漏斗。

A great marketer knows how to build a sales funnel.

所有的销售都是相关的。人们总是听到有关产品和服务的商业信息，但他们大多会丢弃这些信息。也就是说，除非他们从他们信任的人或品牌那里听说过产品和服务。

All sales are relational. People hear commercial messages about products and services all the time, but they mostly discard the information. That is, unless they hear about products and services from people or brands they trust.

要了解如何制定行之有效的营销计划，我们必须了解关系是如何运作的。

To understand how to create a marketing plan that works, then, we have to understand how relationships work.

所有关系都经历三个阶段（见图 6.1）。

All relationships move through three stages (see Figure 6.1).

图 6.1

FIGURE 6.1

当人们第一次见到我们时，他们要么很想知道更多关于我们的信息，要么没有。品牌和产品也是如此。人们要么想知道更多，要么不想知道。而且，有时，在人们愿意参与之前，需要多次看到您的品牌。

When people first meet us, they are either curious to know more about us or they are not. The same is true with brands and with products. People either want to know more or they don’t. And, sometimes, it takes a few times of seeing your brand before people are willing to engage.

但是是什么让人们想要了解更多呢？

But what makes somebody want to know more?

好奇心

Curiosity

人们是否对你或你的品牌感到好奇，取决于他们能否将你与他们的生存联系起来。

Whether people are curious about you or your brand depends on whether they can associate you with their survival.

我知道这听起来很原始，但这是真的。人类生来就是为了生存，并且不断地运行他们通过心理过滤器遇到的数据。这个产品能帮助我生存和发展吗？与这个人的关系是否会让我感觉更安全或给我更多资源，让我更容易在这个世界上取得成功？

I know that sounds primitive, but it’s true. Human beings are designed to survive and are constantly running data they encounter through a mental filter. Can this product help me survive and thrive? Will a relationship with this person help me feel safer or give me more resources so I can more easily succeed in the world?

假设我们正在参加一个聚会，有人激起了我们的好奇心（触发了我们的求生雷达）。如果我们年轻且单身，这个人可能很有吸引力，所以我们的生存过滤器是由我们可能找到伴侣的想法触发的。或者假设我们年纪大了，这个人去参加了我们正在考虑参加的会议，所以他们通过了解我们是否应该花费资源去参加的信息来触发我们的生存过滤器。不管是什么让我们感到好奇，我向你保证，这与某种生存有关。

Let’s say we’re at a party and somebody piques our curiosity (triggers our survival radar). If we’re young and single, this person may be attractive, so our survival filter is triggered by the idea we may have found a companion. Or let’s say we’re older and this person went to a conference we’re thinking about going to, so they triggered our survival filter by having information about whether or not we should spend our resources to go. Whatever it is that made us curious, I assure you it was about survival of some sort.

为了激起某人的好奇心，我们必须将我们的产品或服务与他们的生存联系起来。

In order to pique somebody’s curiosity, then, we have to associate our products or services with their survival.

生存可以是存钱、赚钱、结识新朋友、学习更健康的食谱、体验急需的休息、获得地位等等。几乎任何产品或服务都与客户的生存息息相关。

Survival can be anything from saving money, making money, meeting new people, learning more healthy recipes, experiencing much-needed rest, gaining status, and more. Nearly any product or service can be associated with the customer’s survival.

通过将我们自己或我们的产品和服务与他们的生存联系起来来激起某人的好奇心，是我们获得进入下一阶段关系的权利的方式：启蒙。

Piquing somebody’s curiosity by associating ourselves or our products and services with their survival is how we earn the right to move into the next phase of relationships: enlightenment.

启示

Enlightenment

在激起客户的好奇心之后，是时候让他们了解我们是否真的可以帮助他们生存了。

After piquing your customers’ curiosity, it’s time to enlighten them about whether or not we really can help them survive.

启发客户了解您的产品如何帮助他们生存只是告诉他们如何做。该产品如何帮助我生存？如果我使用该产品，我的生活会好多少？其他人对这款产品有何评价？

Enlightening a customer about how your product can help them survive simply means telling them how. How does this product work to help me survive? How much better will my life look if I use this product? What have other people said about this product?

在客户因为我们让他们感到好奇而对我们的产品感兴趣之后，我们可以放慢我们的沟通速度，让他们了解产品的工作原理。

After customers get interested in our product because we made them curious, we can slow down our communication a little and enlighten them about how the product works.

只有在一个人开悟并确信他们的问题可以解决并且他们的生存将得到加强之后，他们才会愿意进入关系的下一个阶段：承诺。

Only after a person is enlightened and convinced their problem can be solved and their survival will be enhanced are they willing to move on to the next stage of a relationship: commitment.

承诺

Commitment

当一个人愿意为另一个人或他们认为可以帮助他们生存的产品承担风险时，承诺就会在一段关系中发生。

A commitment happens in a relationship when a person is willing to take a risk on another person or a product they believe will help them survive.

如果我们谈论的是产品或服务，承诺仅意味着客户愿意付出金钱来换取他们认为可以帮助他们生存的物品。

If we’re talking about a product or service, a commitment simply means the customer is willing to give their money in exchange for the item they believe will help them survive.

承诺发生在客户下订单时。

Commitment happens when a customer places an order.

可悲的是，大多数营销努力都没有遵循关系的自然发展，因此失败了。

Sadly, most marketing efforts do not follow the natural progression of relationships and so they fail.

关系需要时间。如果我们在激起某人的好奇心或启发他们了解之前要求做出承诺我们的产品，他们会走开。随着时间的推移，我们必须慢慢地激起客户的好奇心，让他们了解我们的产品，然后要求他们做出承诺。

Relationships take time. If we ask for a commitment before we pique somebody’s curiosity or enlighten them about our product, they will walk away. We must slowly, over time, pique our customer’s curiosity, enlighten them about our product, and then ask them for a commitment.

我将在接下来的四天里向您介绍 Marketing Made Simple 销售漏斗，它将缓慢而自然地与您的客户建立关系，因此他们更有可能信任您并下订单。

The Marketing Made Simple sales funnel, which I’ll introduce you to over the next four days, will build a relationship with your customer slowly and naturally so they are more likely to trust you and place an order.

请参阅图 6.2中“营销变得简单”销售漏斗的各个部分。

See the parts of the Marketing Made Simple sales funnel in Figure 6.2.

图 6.2

FIGURE 6.2

了解如何创建销售漏斗后，您将能够执行营销计划来赢得客户的信任、建立牢固的关系并发展您的品牌。

Once you know how to create a sales funnel, you will be able to execute a marketing plan that earns your customers’ trust, builds strong relationships, and grows your brand.

无论您是否想要建立销售漏斗，了解销售漏斗的内容及其运作方式都将增加您在任何组织中的价值，因为您将了解推广您的产品或想法的营销计划应该是什么样子。

Whether you want to build a sales funnel or not, knowing what a sales funnel includes and how it works will increase your value in any organization because you will know what the marketing plan that promotes your products or ideas should look like.

第三十三天

DAY THIRTY-THREE

如何创建营销活动 - 编写产生销售的单行代码

How to Create a Marketing Campaign—Write a One-Liner That Generates Sales

一个伟大的营销人员知道如何制作单线广告。

A great marketer knows how to craft a one-liner.

与客户建立关系的第一步是激起他们的好奇心。但是我们如何用一个简单的句子来做到这一点呢？

The first step to creating a relationship with a customer is to pique their curiosity. But how can we do that in one, simple sentence?

当大多数人被问到他们做什么时，他们会说出他们工作的公司名称或者他们的职位。

When most people are asked what they do, they state the name of the company they work for or perhaps their job title.

这些信息无法激起任何人的好奇心。但是，如果他们以不同的方式回答问题呢？如果他们回答问题的方式让人们索要名片或试图安排他们的日程怎么办？

This information fails to pique anybody’s curiosity. But what if they answered the question differently? What if the way they answered the question made people ask for their business card or try to get on their schedule?

正如我在本节的介绍中所说，激发某人好奇心的关键是将您的产品或服务与他们的生存联系起来。并且有一个万无一失的公式可以做到这一点。

As I talked about in the introduction to this section, the key to piquing somebody’s curiosity is to associate your product or service with their survival. And there’s a foolproof formula for doing that.

要创建一个能激起客户好奇心的句子，请创建我们称之为 Marketing Made Simple 的单行文字。

To create one sentence that piques a customer’s curiosity, create what we call a Marketing Made Simple one-liner.

这个想法来自电影业。每当编剧写剧本时，他们都需要能够总结故事，以便制片人愿意投资，最终，如果电影被拍成，人们会想去剧院看。

The idea comes from the movie industry. Whenever a screenwriter writes a screenplay, they need to be able to summarize the story so producers want to invest and, eventually, if the movie gets made, people will want to go to the theater to see it.

当涉及到让人们为一部电影花钱时，一句话故事摘要可以使电影制片厂赚取或花费数亿美元。

When it comes to getting people to spend money on a movie, the one-sentence story summary can make or cost a movie studio hundreds of millions of dollars.

但是，如果一家企业只有一条线怎么办？如果一家企业有一句话（或声明）总结了他们的产品吸引人们进入的故事，并且这句话让人们想要了解更多，甚至可能购买该产品，那会怎么样？

But what if a business had a one-liner? What if a business had one sentence (or a statement) that summarized the story their products invite people into and that sentence made people want to know more and perhaps even buy that product?

A Marketing Made Simple 一句话就是那句话。

A Marketing Made Simple one-liner is that sentence.

您的单线包含三个组件：

Your one-liner has three components:

1.一个问题

1.A problem

2.您的产品作为解决方案

2.Your product as a solution

3.结果

3.The result

如果你看一下单行本的结构，它实际上是一个短篇小说。角色遇到问题并找到解决方法。

If you look at the structure of the one-liner, it’s actually a short story. A character has a problem and finds a fix to solve it.

结果是，当你解释你所做的事情时，人们会靠过来。

The result is that people lean in when you explain what you do.

例如，如果你在聚会上问某人他们做了什么，他们告诉你他们是“家庭厨师”，你可能会问他们是如何开始的，或者他们最喜欢的餐馆是什么，或者他们是否会曾经为任何名人做过饭。

For instance, if you were at a party and asked somebody what they did and they told you they were an “at-home chef” you’d likely have questions about how they got started or what their favorite restaurants were or if they’d ever cooked for anybody famous.

但如果你遇到另一位同样出色且收费相同的家庭厨师，但当你问他们做了什么时，他说：

But if you met another at-home chef who was just as good and charged the same price, but when you asked what they did, said:

“你知道大多数家庭不一起吃饭，当他们一起吃饭时，他们的饮食也不健康吗？我是家庭主厨。我在别人家里做饭，这样他们就可以吃得好，花更多的时间在一起。”

“You know how most families don’t eat together and when they do they don’t eat healthy? I’m an at-home chef. I cook in people’s homes so they can eat well and spend more time with each other.”

现在，家庭主厨不仅会获得更多生意，还会获得更多生意。他们将获得所有业务。为什么？因为他们通过邀请人们进入一个他们能够更好地生存和发展的故事来激起人们的好奇心。客户现在想知道：

Now that at-home chef isn’t just going to get more business; they are going to get all the business. Why? Because they piqued people’s curiosity by inviting them into a story in which they are better positioned to survive and thrive. The customer is now wondering:

这对我有用吗？

Will this work for me?

它要多少钱？

How much does it cost?

你每周做一次还是每晚做一次？

Do you cook once a week or every night?

第一位厨师陈述了他们的职位描述；第二位厨师说了一句。

The first chef stated their job description; the second chef stated a one-liner.

当人们问起您的工作时，您是否有一个简单的句子或陈述来激起他们的好奇心？

When people ask what you do, do you have one simple sentence or statement that piques their curiosity?

创建单衬纸后，将其打印在名片背面。使用您的一行作为您的电子邮件签名。确保在您的网站上包含您的单行。记住你的一句话，这样当人们问你你做什么时，你会给出一个明确的答案来发展你的业务。

Once you’ve created your one-liner, print it on the back of your business card. Use your one-liner as your email signature. Make sure to include your one-liner on your website. Memorize your one-liner so that when people ask you what you do, you give a clear answer that grows your business.

你的一句话是你所创造的最接近神奇句子的东西，它会导致人们想与你做生意。

Your one-liner is the closest thing you’ll ever create to a magical sentence that causes people to want to do business with you.

第三十四天

DAY THIRTY-FOUR

如何创建营销活动——构建一个有效的网站

How to Create a Marketing Campaign—Wire-Frame an Effective Website

一个伟大的营销人员知道如何构建一个通过 grunt 测试的网站。

A great marketer knows how to wire-frame a website that passes the grunt test.

您要创建的销售渠道的下一个元素是您的网站。一个有效的网站有许多可能的部分，但如果您希望您的网站尽可能有效，则必须遵循一条规则：您的网站必须通过 grunt 测试。

The next element of the sales funnel you’ll want to create is your website. There are many possible sections to an effective website, but there is one rule you must follow if you want your website to be as effective as possible: Your website must pass the grunt test.

大多数人不阅读网站，他们扫描它们。为了让一个人停止扫描网站并开始阅读它——从好奇心转变为对启蒙的渴望——你必须通过清楚地传达三个关键问题的答案来进一步激起他们的好奇心。

Most people do not read websites, they scan them. In order for a person to stop scanning a website and start reading it—to move from curiosity to a desire for enlightenment—you must further pique their curiosity by clearly communicating the answer to three critical questions.

这些问题非常简单，即使是穴居人也应该能够从您网站上的粗体大文本中得出答案。

These questions are so primitive that even a caveman should be able to pull the answers from the bold, large text on your site.

想象一下，将一台打开您网站的笔记本电脑递给穴居人，并给他们五秒钟的时间来浏览您的登录页面。

Imagine handing a caveman a laptop that is open to your website and giving them five seconds to browse your landing page.

仅仅五秒钟的时间，穴居人是不是就能清楚的说出这三个问题的答案：

In only five seconds, would the caveman be able to clearly state the answer to these three questions:

1.你提供什么？

1.What do you offer?

2.它将如何让我的生活更美好？

2.How will it make my life better?

3.我需要做什么才能购买它？

3.What do I need to do to buy it?

如果在查看您的网站后五秒钟内无法回答这三个问题，那么您就亏本了。

If those three questions cannot be answered within five seconds of looking at your website, you’re losing money.

您是否安装了可以让一家人享受夏天的游泳池？要安装一个，我应该点击“获取报价”按钮吗？如果穴居人在浏览您的网站仅五秒钟后就可以咕哝说出您提供的产品、这将如何让他的生活更美好，以及他需要做什么才能购买，那么恭喜您，您已经清楚地传达了信息。

Do you install swimming pools that will allow a family to enjoy the summer? And to have one installed, should I click the “get a quote” button? If a caveman can grunt what you offer, how it will make his life better, and what he needs to do to buy it after reviewing your site for as little as five seconds, congratulations, you’ve communicated clearly.

大多数公司都希望在其网站上共享太多信息。事实是，人们不需要知道您的祖母创办了这家公司，或者您十年前从商会获得了奖项。

Most companies want to share far too much information on their website. The truth is, people don’t need to know your grandmother started the company or that you won an award ten years ago from the Chamber of Commerce.

他们需要知道的是您提供的产品、这些产品如何让他们的生活更美好，以及他们需要做什么才能购买这些产品。

What they do need to know is what you offer, how it will make their lives better, and what they need to do to buy it.

您网站的顶部是最重要的部分，因为它构成了您将在页面上显示的其余信息。我们将此部分称为标题。如果您网站的标题通过了 grunt 测试，您将看到销售额增加。

The top section of your website is most important because it frames the rest of the message you’ll present on the page. We call this section the header. If the header of your website passes the grunt test, you will see an increase in sales.

第三十五天

DAY THIRTY-FIVE

如何创建营销活动——收集电子邮件地址

How to Create a Marketing Campaign—Collect Email Addresses

优秀的营销人员通过提供免费价值来获取电子邮件地址。

A great marketer captures email addresses by offering free value.

一旦您对单线广告和网站激起了客户的好奇心，您就可以开始使用潜在客户生成器来启发他们。然后，您通过电子邮件进一步启发他们，直到您开始要求做出承诺。

Once you pique your customers’ curiosity with your one-liner and your website, you can begin to enlighten them using a lead generator. Then, you further enlighten them through emails until you begin to ask for a commitment.

大多数人都非常擅长网站部分，但这就是他们的营销活动停止的地方。

Most people are pretty good at the website part, but that’s where their marketing campaign stops.

如果您不收集电子邮件地址，我可能理解原因。你不想用推销来打扰别人。或者您不知道一旦获得这些电子邮件地址将如何处理。或者您不知道所有技术是如何工作的。

If you aren’t collecting email addresses, I likely understand why. You don’t want to bother somebody with a sales pitch. Or you don’t know what you’d do with the email addresses once you got them. Or you don’t know how all the technology works.

这些都是正当理由，但都不足以证明不收集和发送电子邮件是正当的。电子邮件营销成本太低，利润太高，不容忽视。

Those are all valid reasons, but none of them are strong enough to justify not collecting and sending emails. Email marketing is simply too inexpensive and too profitable for you to ignore.

如果您不收集电子邮件地址，您应该这样做。

If you’re not collecting email addresses, you should be.

但是，我们如何收集电子邮件地址而又不急于求成或下流？

But how do we collect email addresses without being pushy or sleazy?

关键是提供有形的免费价值，以换取潜在客户的联系信息。

The key is to offer tangible, free value in exchange for a potential customer’s contact information.

如今，从心理上讲，人们认为他们的电子邮件地址的价值约为十或二十美元。这意味着他们只愿意放弃他们的电子邮件地址，以获得他们实际上愿意支付 10 或 20 美元的东西。这意味着为了让某人放弃他们的电子邮件地址，我们需要为他们提供他们真正想要或需要的东西。

These days, psychologically, people consider the value of their email address at about ten or twenty dollars. That means they are only willing to give up their email address for something they would actually pay ten or twenty dollars for. That means in order for somebody to give up their email address, we need to offer them something they really want or need.

值得庆幸的是，您可能是某个领域的主题专家，可以为您提供其他人认为有价值的信息。如果您是牙医，您可能知道五六种可以帮助孩子爱上刷牙的策略。父母会喜欢阅读的。如果你拥有一家宠物店，我敢打赌你知道如何让一只狗在人们进门时停止扑向他们。狗主人可能会发现这些信息很有价值。

Thankfully, you are likely a subject expert in some realm that gives you information other people would find valuable. If you are a dentist, you might know five or six strategies that will help kids love to brush their teeth. Parents would love to read that. If you own a pet store, I bet you know how to get a dog to stop jumping on people when they walk through the door. Dog owners would likely find that information valuable.

当您以 PDF 或一系列视频的形式提供免费价值以换取电子邮件地址时，人们就不太可能在下载后反感您向他们发送电子邮件。此外，如果他们这样做，他们可以随时取消订阅您的电子邮件。

When you offer free value in the form of a PDF or a series of videos in exchange for an email address, people are less likely to resent you emailing them after they download it. And besides, if they do, they can always unsubscribe from your emails.

不过，这里的关键是提供有价值的东西。该价值应该是具体的，并且应该解决您的潜在客户面临的问题。

The key here, though, is to offer something of great value. And that value should be specific and should solve a problem that your potential customers face.

您过去可能曾尝试通过创建时事通讯来收集电子邮件地址，但没有人愿意订阅您的时事通讯。为什么？因为他们不知道您的时事通讯解决了什么具体问题。另一方面，一份名为“如何让你的狗停止攻击他人”的 PDF 文件提供了明确的价值。

You’ve likely tried to collect email addresses in the past by starting a newsletter, but nobody wants to subscribe to your newsletter. Why? Because they don’t know what specific problem your newsletter solves. A PDF entitled “HOW TO GET YOUR DOG TO STOP JUMPING ON PEOPLE,” on the other hand, offers clear value.

无论您提供什么，请确保价值是明确的。

Whatever you offer, make sure the value is clear.

以下是创建人们将交换电子邮件地址的东西的一些规则：

Here are some rules for creating something people will exchange for an email address:

1.让它简短。您不必写一整本书或拍摄一部完整的纪录片。

1.Make it short. You don’t have to write an entire book or film a full-length documentary.

2.给它一个封面。把它打扮得漂漂亮亮的，让外面看起来和你在里面放的一样有价值。白皮书不会收集很多电子邮件地址。

2.Give it a cover. Dress it up so the outside looks like it has as much value as you’ve put on the inside. White papers don’t collect very many email addresses.

3.让它解决一个特定的问题。人们会提供他们的电子邮件地址，以换取一些可以减轻他们生活中的挫折或痛苦的东西。

3.Make it solve a specific problem. People will give their email addresses in exchange for something that lessens frustration or pain in their lives.

为了启发您的客户并增加他们做出最终承诺的机会，请继续与帮助他们解决问题的潜在客户生成器建立关系并赢得信任。

To enlighten your customers and further the chance they will make an eventual commitment, continue to build the relationship and earn trust with a lead generator that helps them solve a problem.

第三十六天

DAY THIRTY-SIX

如何开展营销活动——给客户发电子邮件

How to Create a Marketing Campaign—Email Your Customers

一个伟大的营销人员通过电子邮件活动建立关系并完成销售。

A great marketer builds relationships and closes the sale with an email campaign.

多年前，当我刚开始和妻子约会时，她给了我最好的营销建议。她说：“唐，你是一个注重质量的人，但我是一个注重时间的女孩。”

Years ago, when I first started dating my wife, she gave me the best marketing advice I’ve ever received. She said: “Don, you’re a quality time guy, but I’m a quantity time girl.”

实际上，她并不是说这是营销建议。她的意思是约会建议。她告诉我如何赢得她的心。她不想动作太快。她需要时间。

She didn’t mean it as marketing advice, actually. She meant it as dating advice. She was telling me how to win her heart. She didn’t want to move fast. She wanted time.

具体来说，她知道我是那种知道自己想要什么并且对行动有强烈偏见的人。但这对她不起作用。她想让我挂足够长的时间和在各种情况下，这样任何奇怪的事情都会出现，她就会知道她得到了什么。

Specifically, she knew I was the type of guy who knew what I wanted and had a strong bias toward action. But that wasn’t going to work with her. What she wanted was for me to hang out long enough and in a variety of situations so that any weirdness would come out and she’d know what she was getting.

聪明的女人。

Smart woman.

不用说，我放慢了速度。我搬到了她的镇上，在她附近租了一所房子，花了几个月时间坐在她的客厅里和她以及她的女朋友们喝茶，我的小指指着天空。这是一种牺牲，但我得到了那个女孩。

It goes without saying that I slowed down. I moved to her town, rented a house in her neighborhood, and spent months sitting in her living room having tea with her and her girlfriends, my pinky pointed at the sky. It was a sacrifice, but I got the girl.

多年后，在分析一些数据并意识到我们的客户并没有在他们第一次访问我们的网站时购买，甚至在阅读了他们下载的潜在客户生成器之后，但仅在几个月后，他们收到了数十封有价值的电子邮件包含有价值的内容，我有一个重要的顿悟：他们是数量时间的客户。在他们信任我们之前，他们需要一次又一次地听取我们的意见。他们就像贝琪。

Years later, while analyzing some data and realizing our customers were not buying the first time they came to our website, or even after reading a lead generator they’d downloaded, but only after, months later, they’d received dozens of valuable emails containing valuable content, I had a significant epiphany: They’re quantity time customers. They need to hear from us again and again before they will trust us. They’re like Betsy.

创建电子邮件活动让您有机会与客户共度时光。慢慢地，经过数周、数月甚至数年的时间，您的客户会习惯于收到您的来信，获得免费价值，并开始信任您。当然，信任会导致承诺。

Creating an email campaign gives you the chance to spend quantity time with your customers. Slowly, over a period of weeks, months, and perhaps even years, your customers become accustomed to hearing from you, receiving free value, and begin to trust you. Trust, of course, leads to commitment.

下载或观看您的潜在客户生成器后，客户应该会继续从向您提供他们的电子邮件地址中获得难以置信的价值。你应该继续解决他们的问题，鼓励他们，激励他们并告知他们。

After downloading or watching your lead generator, customers should continue to receive incredible value from having given you their email address. You should continue to solve their problems, encourage them, inspire and inform them.

而且，当然，您想请他们向您购买。让他们了解可以帮助他们解决问题的产品。使用每个 PS 重复该提议，甚至可能提供奖金。

And, of course, you want to ask them to buy from you. Let them know about products that will help them solve their problems. Use every P.S. to repeat that offer and perhaps even offer a bonus.

要求客户做出承诺是一件大事。他们很容易赔钱，甚至会因为做出错误的决定而觉得自己像个傻瓜。我们不应该期望我们的客户在没有首先赢得他们的信任的情况下做出这些决定。

Asking a customer for a commitment is a big deal. They could easily lose their money or even feel like a fool for making the wrong decision. We should not expect our customers to make those decisions without first having earned their trust.

在提供潜在客户生成器后，尽可能多地制作有价值的电子邮件并与客户保持联系。提供食谱、学习指南、DIY 技巧、想法的观点，任何您认为可以满足客户关注点和兴趣的内容。

After offering a lead generator, craft as many valuable emails as you can and stay in touch with your customers. Offer recipes, study guides, DIY tips, perspectives on ideas, whatever you think will serve your customers’ concerns and interests.

当您通过向客户发送有价值的电子邮件与他们保持联系时，他们就会信任您。当他们信任您时，他们就会承诺并下订单。

When you stay in touch with your customers by sending them valuable emails, they trust you. And when they trust you, they commit and place orders.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第七章

CHAPTER SEVEN

沟通变得简单

COMMUNICATION MADE SIMPLE

如何成为出色的沟通者

How to Become an Exceptional Communicator

介绍

INTRODUCTION

建立了称职的专业人士的性格，学会了围绕使命团结团队，变得更有效率，了解了企业的真正运作方式，阐明了我们的信息，并了解了如何建立销售渠道，让我们花一些时间成为优秀的沟通者. 让我们学习如何进行精彩的演讲。

Having established the character of a competent professional, learned to unite a team around a mission, become more productive, learned how a business really works, clarified our message, and understood how to build a sales funnel, let’s take some time to become excellent communicators. Let’s learn to give a great presentation.

无论您是主持会议、发起倡议、发表主旨演讲，还是主持网络研讨会，任何能够在演讲时吸引全场注意力的专业人士都将承担更多责任并获得更多报酬。将选择一个好的沟通者来领导。

Whether you’re leading a meeting, launching an initiative, giving a keynote address, or even hosting a webinar, any professional who can keep a room’s attention while giving a speech is going to be given more responsibility and more pay. A good communicator is going to be chosen to lead.

可悲的是，坐着听完大多数公司的演示文稿可能是一种折磨。一个接一个地滑动数据驱动的要点是扼杀任何重要项目势头的好方法。

Sadly, sitting through most corporate presentations can be torture. Slide after slide of data-driven bullet points is a great way to kill momentum on any important project.

不过，有时您有幸观看能够提供信息和启发的演示文稿。而你并不完全确定为什么。您只是假设进行演示的人是一位出色的沟通者。事实上，这很快就是组织内部对她的描述，她是一位出色的沟通者。

Occasionally, though, you have the privilege of watching a presentation that informs and inspires. And you’re not quite sure why. You just assume the person who gave the presentation is a great communicator. In fact, that’s soon how she is described within the organization, as a great communicator.

但她在做什么如此不同？她正在做的事情可以被教导和学习吗？

But what is she doing that is so different? And can what she’s doing be taught and learned?

答案是肯定的。她正在做的事情的细节会让你大吃一惊。事实证明，她正在做一些小事情，从一开始就吸引观众，让他们一直保持兴趣，直到她完成。

The answer is yes. And the specifics about what she’s doing will surprise you. It turns out that she’s doing a few little things that hook the audience from the beginning and keep them interested right up until she’s done.

那么，出色的沟通者会做哪些其他沟通者不会做的事情呢？

So, what does a great communicator do that other communicators don’t?

这很重要，因为为了承担越来越多的责任，我们必须能够提供吸引人们注意力的演示文稿。即使我们只是在会议开始时做一个简短的总结，我们的沟通技巧也应该是完美的。

This is important because in order to be given more and more responsibility, we have to be able to deliver a presentation that captivates people’s attention. Even if we are simply presenting a short summary at the start of a meeting, our communication skills should be flawless.

为了做好演讲，我们需要了解每个听众都暗自希望演讲者回答的五个问题。如果你不回答这五个问题，观众就会走神。如果你真的回答了他们，并且你创造性地回答了他们，并且令人难忘，观众会喜欢你的演讲。

To give a good presentation, we need to understand the five questions every audience secretly wants a presenter to answer. If you don’t answer these five questions, the audience will tune out. If you do answer them, and you answer them creatively and memorably, the audience will like your presentation.

这些问题对您来说看起来很熟悉，因为它们与自亚里士多德首次撰写他的《诗学》一书以来人们就故事提出的相同古老问题。

These questions will look familiar to you because they are the same ancient questions people have been asking of stories since Aristotle first wrote his book Poetics.

然而，当我们将好故事的元素应用到演示文稿中时，我们会得到与大片的编剧相同的结果：吸引并激发灵感的观众。

Nevertheless, when we apply the elements of a good story to a presentation, we get the same result the writers of blockbuster movies get: an engaged and inspired audience.

这五个问题是：

The five questions are:

1.你要帮助观众解决什么问题？

1.What problem are you going to help the audience solve?

2.你对这个问题的解决方案是什么？

2.What is your solution to the problem?

3.如果我采纳您的解决方案，我的生活会怎样？

3.What will my life look like if I take you up on your solution?

4.接下来你希望观众做什么？

4.What do you want the audience to do next?

5.你想让观众记住什么？

5.What do you want the audience to remember?

许多沟通教练会告诉你在开始说话之前先开个玩笑或者表现出脆弱或深呼吸。所有这些建议都很好，但这些都不是进行出色演示所必需的。任何演讲的必要条件，无论你是有趣的、聪明的、脆弱的还是机智的，都是为听众回答这五个问题。如果你回答了这些问题，你就赢了。

Many communication coaches will tell you to open with a joke or be vulnerable or breathe deeply before you start talking. All of that advice is fine, but none of that is necessary to give a great presentation. What’s necessary for any presentation, whether you’re funny or smart or vulnerable or witty, is to answer those five questions for the audience. If you answer those questions, you will win.

在接下来的四天里，我将向您介绍 Communication Made Simple 框架，并教您如何回答这五个问题，让您面前的任何听众都对您的沟通能力印象深刻。

For the next four days, I’ll introduce you to the Communication Made Simple framework and teach you how to answer those five questions so any audience you stand in front of is impressed with your ability to communicate.

第三十七天

DAY THIRTY-SEVEN

如何成为出色的沟通者——进行精彩的演讲

How to Be a Great Communicator—Give a Great Presentation

通过告诉听众你将帮助他们解决什么问题来开始你的演讲。

Open your talk by telling the audience what problem you are going to help them solve.

它发生在我们所有人身上。我们站在一群人面前，立刻忘记了如何开始我们的演讲。我们已经排练了一百万次，但我们没有意识到所有那些盯着我们的眼睛会让我们感到，嗯，不安全。因此，我们犯了每个业余演讲者都会犯的一个严重错误：我们在演讲中摸索着。

It happens to all of us. We step up in front of a group and immediately forget how to start our presentation. We’d rehearsed it a million times, but we didn’t realize all those eyes staring at us would make us feel, well, insecure. And so we make the one critical mistake every amateur presenter makes: We fumble into our presentation.

我们不是以强有力的第一句话开场，而是评论天气、咖啡，或者房间里有一个你自大学以来就没见过的人，而且你们在心理学课上坐在一起是多么疯狂101：还记得Teamore先生吗？哦，我的话，他真是个搞笑的老师。

Rather than opening with a strong first line, we make a comment about the weather, or about the coffee, or about how crazy it is that there’s a guy in the room you haven’t seen since college and you sat near each other in Psychology 101: Remember Mr. Teamore? Oh my word, he was such a hilarious teacher.

观众离开是因为他们实际上并不关心你是否和观众中的某个人一起上过大学，并且确信他们不会发现Teamore 先生那么有趣。

And the audience checks out because they don’t actually care whether you went to college with somebody in the audience and are convinced they wouldn’t have found Mr. Teamore all that funny.

除非听众知道您将要做一件事：帮助他们解决问题，否则他们不会对您的演讲感兴趣。

An audience will not be interested in your presentation until they know you are going to do one thing: Help them solve a problem.

在您陈述要帮助听众解决的问题之前，他们会想知道：

Until you state the problem you are going to help an audience solve, they will wonder:

1.这个演讲是关于什么的？

1.What is this presentation about?

2.我们为什么要听这个演讲？

2.Why should we listen to this presentation?

3.演讲者甚至有权上去吗？

3.Does the speaker even have the authority to be up there?

所有的好电影都是从一个问题开始的。他们从一个问题开始是有原因的。问题是故事情节。ET会回家吗？不确定，让我们看电影一探究竟。

All good movies start with a problem. And they start with a problem for a reason. The problem is the story hook. Will E.T. get back home? Not sure, let’s watch the movie to find out.

在您陈述问题之前，您的听众想知道为什么他们应该注意。以问题开始你的演讲。

Until you state the problem, your audience is wondering why they should pay attention. Start your presentation with a problem.

你会帮助我们阻止第四季度收入的年度下滑吗？然后开场白说，“在过去的五年里，我们看到第四季度的收入下降了，这让我们大多数人相信这种下降是不可避免的。我不相信是这样。我认为我们可以做三件事来实现第四季度收入的实际增长。”

Are you going to help us stop the annual decline in fourth quarter revenue? Then open the talk by saying, “For the past five years, we’ve seen a decline in fourth quarter revenue and it’s caused most of us to believe this decline is inevitable. I don’t believe it is. I think there are three things we can do to see an actual increase in revenue during the fourth quarter.”

像这样的声明会吸引整个房间，并让他们在整个演示过程中保持参与。

A statement like this will hook the room and keep them engaged through the entirety of your presentation.

当我谈到从问题开始的力量时，大多数主持人都不相信我。他们采纳了我的建议，但只是部分采纳。他们确保在前十分钟左右解决问题，但他们不是以问题开场，而是以介绍开场。他们说自己是谁，来自哪里。

Most presenters don’t believe me when I talk about the power of starting with a problem. They take my advice but only partially. They make sure to get to the problem in the first ten minutes or so, but instead of opening with the problem they open with an introduction. They say who they are and where they came from.

不。

Don’t.

与其以介绍开场，不如以问题开场。我一直在讲话，而且在我第一次开始讲话时从不介绍自己。我会在谈话进行中甚至结束时进行自我介绍。或者，更好的是，我让播音员介绍我。为什么？因为我为什么要假设有人关心我是谁，直到他们知道我可以解决一个重要问题？

Instead of opening with an introduction, open with the problem. I speak all the time and I never introduce myself when I first start talking. I introduce myself in the middle of the talk or even at the end. Or, better yet, I just have the announcer introduce me. Why? Because why should I assume anybody cares who I am until they know I can solve an important problem?

当你通过谈论一个问题来打开你的演示文稿时，你就吸引了听众。当你不提出问题时，听众会坐下来想知道为什么他们应该听。

When you open your presentation by talking about a problem, you hook the audience. When you don’t open with a problem, the audience sits and wonders why they should be listening.

第三十八天

DAY THIRTY-EIGHT

如何成为出色的沟通者——在您的演示文稿中创建子要点

How to Be a Great Communicator—Create Subpoints in Your Presentation

一位出色的沟通者会确保他们演讲中的所有要点都在他们谈话的整体情节的范围内。

A great communicator makes sure all the subpoints in their presentation fit within the boundaries of the overall plot of their talk.

一旦你通过陈述你将帮助听众解决的问题来开始你的演讲，如果你做两件事，他们就会继续听你讲：

Once you open your talk by stating the problem you will help the audience solve, they will continue to listen to you if you do two things:

1.展示一个简单的计划来帮助您的听众解决他们的问题。

1.Reveal a simple plan to help your audience solve their problem.

2.将计划的每个步骤定位为整体叙述中的一个子图。

2.Position each step of the plan as a subplot in the overall narrative.

故事使用情节和次要情节来吸引听众的注意力，因此如果您想在演讲时吸引听众的注意力，您的演讲也应该有情节和次要情节。

Stories keep an audience’s attention using the devices of plots and subplots, so if you want to keep an audience’s attention while giving a talk, your presentation should have plots and subplots too.

当您通过明确定义问题打开故事循环时，您就定义了演示文稿的情节。你谈话的情节是控制思想。一旦你定义了你将帮助听众解决的问题，演示文稿中的其他所有内容都需要符合要解决的问题的主题。

When you opened a story loop by clearly defining the problem, you defined the plot of your presentation. The plot of your talk is the controlling idea. Once you define the problem you will help the audience solve, everything else in the presentation needs to fit within the topic of that problem being solved.

这并不意味着你不能在你的谈话中加入一堆其他的想法。只是你必须找到一种方法让其他主题适合你的情节边界。

That doesn’t mean you can’t fit a bunch of other ideas into your talk. It’s just that you have to find a way for the other topics to fit within the boundaries of your plot.

多年前，我被要求为现任州长撰写“州情”演讲的初稿。当然，谈话的开头没有问题。我只是让州长陈述他打算解决的问题。然而，谈话的中间是有问题的。这是一篇很长的演讲，必须涵盖州政府的许多不同方面，包括预算指南。不是好莱坞故事里的东西。

Years ago, I was asked to write the first draft of the “State of the State” address for a sitting governor. The beginning of the talk was no problem, of course. I simply had the governor state the problem he intended to tackle. The middle of the talk, however, was problematic. It was a long speech and had to cover many different aspects of the state government, including budgetary guidelines. Not the stuff of Hollywood stories.

演讲需要既有趣又充满活力，这样媒体才能报道有关州长议程的故事。

The speech needed to be both interesting and full of sound bites so the press would cover stories about the governor’s agenda.

那么，我们能否保持观众的兴趣？

So, could we keep the audience interested?

我们选择关注的问题是两大政党之间存在太多不和。我们写道，如果我们团结起来会好多少，如果我们不团结起来，公民会经历多少痛苦。

The problem we chose to focus on was that there was too much discord between the two major political parties. We wrote about how much better it would be if we come together and how much pain is experienced by citizens if we don’t.

然后，这成为演讲的控制思想。这完全是关于为什么我们需要解决政治不和和分裂的问题。

This, then, became the controlling idea of the speech. It was all about why we needed to solve the problem of political discord and divisiveness.

从那时起，演讲几乎可以讲到我们想要讲的任何地方，甚至可以涉及预算支出和超支等细枝末节。我并不担心。只要控制思想是，如果我们团结起来帮助市民，就会有好事发生，否则人民就会遭受痛苦，我们可以涵盖任何主题，故事仍然有意义。

From that point on, the speech could go just about anywhere we wanted it to go, even into the minutiae of budgetary spending and overages. I wasn’t worried. As long as the controlling idea was that if we come together to help the citizens good things will happen and if we don’t the people will experience pain, we could cover any topic and the story would still make sense.

一旦我们选择了问题，也称为演示文稿的“情节”，我们就需要进入计划，而计划需要有大约三个（但不超过四个）子点。

Once we’d chosen the problem, also called “the plot” of the presentation, we needed to get into the plan and the plan needed to have about three (and no more than four) subpoints.

如果您打算涵盖超过四个子点到您的主要观点，您的演示文稿将会拖延。事实上，我建议不超过三个子点。

If you intend to cover any more than four subpoints to your major point, your presentation is going to drag. In fact, I recommend no more than three subpoints.

那么，什么是子点？

So, what’s a subpoint?

从本质上讲，子点就像故事中的子情节一样。

Essentially, a subpoint works like a subplot in a story.

一个子图是。. . 你在电视或电影中看到的每一个故事都是由情节和次要情节组成的。

A subplot is . . . every story you watch on television or at the movies is made up of plots and subplots.

例如，关于一名特工需要离开国外的故事可能是电影的主要情节，但从他的酒店房间到出租车前等候的出租车而不被酒店大堂的间谍发现将是一个次要情节。然后当那个次要情节关闭时，开着一辆跑车在街上飙车被骑摩托车的坏人追赶的次要情节就打开了。

For instance, a story about a secret agent who needs to get out of a foreign country might be the main plot of the movie but getting from his hotel room to the cab waiting out front without being seen by the spies in the hotel lobby would be a subplot. And then when that subplot closes, the subplot of racing through the streets in a sports car being chased by bad guys on motorcycles opens.

故事的情节通过提出一个足够有趣的问题让我们集中注意力两个小时，从而打开了一个巨大的故事循环。那么，故事的次要情节是在同一两个小时内提出和回答的小问题，通过将动作向前推进来保持观众的兴趣。

The plot of the story opens a giant story loop by asking a question that is interesting enough that it makes us pay attention for two hours. The subplots of the story, then, are minor questions that get asked and answered during that same two hours that keep an audience interested by moving the action forward.

这是一个简单的故事结构在纸上的样子：

Here’s how a simple story structure looks on paper:

通过在一个总体情节中打开和关闭次要情节，我们的演示将与一个单一的、有凝聚力的故事的主线缝合在一起。

By opening and closing subplots within an overarching plot, our presentation will be stitched together with the thread of a single, cohesive story.

如果您曾经厌倦了坐着看演示文稿，那很可能是因为演示文稿中的要点没有被框定为演示文稿本身整体情节中的子图。

If you’ve ever been bored sitting through a presentation, it’s likely because the bullet points in the presentation were not framed as subplots in the overall plot of the presentation itself.

在剧本中，每个场景都必须推动英雄走向或远离特定问题的解决方案。如果一个场景没有在整个情节的背景下构建，它就必须离开，因为观众会感到困惑并对故事失去兴趣。

In a screenplay, every scene must advance the hero toward or away from the resolution of a specific problem. If a scene is not framed within the context of the overall plot, it has to go because the audience will get confused and lose interest in the story.

在一个好的演示中，您将有一个包含三个或四个子图的单一情节，始终将故事推进到最终解决方案。这是让人们在整个演示过程中一直关注的方法。

In a good presentation, you will have a single plot with three or four subplots always moving the story forward to a final resolution. This is the way to keep people paying attention all the way through your presentation.

第三十九天

DAY THIRTY-NINE

如何成为出色的沟通者——预示高潮

How to Be a Great Communicator—Foreshadow a Climactic Scene

一个伟大的传播者通过预示高潮场景来告诉观众他们的生活会是什么样子。

A great communicator tells the audience what their lives could look like by foreshadowing a climactic scene.

一个好故事总是会走向某个地方，而且通常这个地方在故事中已经预示得足够早，以至于观众确切地知道他们想要发生什么。

A good story is always headed somewhere, and usually that somewhere has been foreshadowed early enough in the story that the audience knows exactly what they want to happen.

在电影Rudy中，我们都希望 Rudy 参加巴黎圣母院的足球比赛。在罗密欧与朱丽叶中，我们都希望朱丽叶和罗密欧结婚。在国王的演讲中，我们都希望乔治国王能够不口吃地发表演讲。

In the movie Rudy, we all want Rudy to play in a Notre Dame football game. In Romeo and Juliet, we all want Juliet and Romeo to get married. In The King’s Speech, we all want King George to give a speech without stuttering.

任何好的故事都会走向高潮场景，因为在高潮场景中所有的紧张都得到了解决，观众体验到问题得到解决的喜悦。

Any good story is headed toward the climactic scene because it’s in the climactic scene that all of the tension is resolved, and the audience experiences the joy of a problem resolved.

那么，一位出色的沟通者总是会预示他们的听众将在演讲者试图表达的观点上采取行动时体验到的高潮场景。

A great communicator, then, will always foreshadow a climactic scene their audience will experience if they take action on the point the presenter is trying to make.

约翰·肯尼迪 (John F. Kennedy) 描绘了一位美国宇航员在月球上行走的高潮场景，美国必须投票给他才能看到高潮场景的发生。“我们选择在这十年内登上月球。. ” 温斯顿丘吉尔描绘了一个只有英国勇敢地与希特勒作战才能发生的高潮场景：“如果我们能够对抗他，整个欧洲都可能获得自由，世界的生活可能会进入广阔而阳光普照的高地。”

John F. Kennedy painted the climactic scene of an American astronaut walking on the moon, and America had to vote for him to see that climactic scene happen. “We choose to go to the moon in this decade . . .” Winston Churchill painted a climactic scene that could only happen if Britain bravely fought Hitler: “If we can stand up to him, all Europe may be freed, and the life of the world may move forward into broad and sunlit uplands.”

于是，整个世界都进入了广阔而阳光普照的高地，这就是预示着高潮的场景。

All the world moving into broad and sunlit uplands, then, was the foreshadowed climactic scene.

如果人们真的按照您的演示要求他们做的那样做，生活会是什么样子？你有没有画一幅画让观众想象更好的生活？否则，您就没有在演讲中预示高潮，如果听众听取了您的建议，他们也不会看到更美好的未来。

What will life look like if people actually do what your presentation is asking them to do? Have you painted a picture so the audience can imagine that better life? If not, you’ve not foreshadowed a climactic scene in your talk and your audience has no vision of a better future if they take your advice.

一定要让你预示的高潮场景视觉化。你的高潮场景越难想象，它对观众的吸引力就越小。

Be sure to make your foreshadowed climactic scene visual. The harder your climactic scene is to visualize, the less power it will have to engage your audience.

当你在演讲中预示一个高潮场景时，你会激发你的听众走向那个场景。这个想法是让观众想要让场景栩栩如生。

When you foreshadow a climactic scene in your presentation, you inspire your audience to head toward that scene. The idea is to make the audience want to make the scene come to life.

第四十天

DAY FORTY

如何成为出色的沟通者——挑战听众采取行动

How to Be a Great Communicator—Challenge the Audience to Take Action

出色的沟通者会在他们的演讲中强烈呼吁采取行动。

A great communicator includes a strong call to action in their presentation.

在一个好的演示中，观众将被激励采取行动。他们会想“做点什么”来帮助宇航员在月球上行走，或者看到人们自由地走向那些阳光普照的广阔高地。

In a good presentation, the audience will be inspired to take action. They will want to “do something” to contribute to an astronaut walking on the moon or see people moving free toward those broad and sunlit uplands.

但是什么？他们能做什么？投票？斗争？有人告诉我！

But what? What can they do? Vote? Fight? Somebody tell me!

一位出色的沟通者会在他们的演讲中强烈呼吁采取行动，以便听众可以有意识地为他们推荐的有意义的努力做出贡献。

A great communicator will include a strong call to action in their presentation so the audience can knowingly contribute to the meaningful effort they recommend.

您想要包含号召性用语的主要原因是，一般来说，人们不会采取行动，除非他们被要求采取行动。

The main reason you want to include a call to action is because, in general, people do not take action unless they are challenged to take action.

在故事中，英雄必须被某种煽动性事件所迫而采取行动。他们的狗被绑架了，或者他们的丈夫变成了狼人！

In stories, heroes must be forced to take action by some kind of inciting incident. Their dog has been kidnapped or their husband has been turned into a werewolf!

演示文稿中强烈的行动号召将成为煽动性事件。它将挑战观众做某事，并做一些具体的事情。

The strong call to action in your presentation will serve as the inciting incident. It will challenge the audience to do something, and to do something specific.

包含强烈号召性用语的另一个原因是，只有当人们采取行动时，他们才真正相信一个想法。

Another reason to include a strong call to action is because it’s only when people take action that they actually believe in an idea.

如果你愿意，可以称之为“游戏中的皮肤”，但这个想法是当你要求观众为一个想法或计划做出牺牲时，他们开始为自己拥有这个想法或计划。

Call it “skin in the game” if you like, but the idea is when you ask an audience to sacrifice on behalf of an idea or a plan, they begin to own that idea or plan for themselves.

请注意，您的号召性用语不是难以捉摸的。一定要清楚。

Be careful that your call to action is not elusive. It must be clear.

如果您正在寻找加油站并向陌生人问路，他们肯定会说，附近有加油站将无济于事。明确的方向，例如右边三个街区有一个加油站就可以完成工作。

If you were trying to find a gas station and asked a stranger for directions, them saying sure, there’s a gas station nearby would not be helpful. Clear directions such as there’s a gas station three blocks up on the right would get the job done.

要求听众更加了解或关心他人并不是一个足够具体的行动号召。相反，你应该让他们做一些事情，比如给他们在国会的代表打电话，然后把那个代表的电话号码放在你身后的屏幕上。

To ask an audience to be more aware or care for others is not a specific enough call to action to be acted upon. Rather, you should ask them to do something like call their representative in Congress and then put that representative’s phone number on the screen behind you.

如果您要进行销售演示，号召性用语应该是下订单或安排电话。如果您要进行内部业务演示，行动号召可能是成立一个研究团队或出售一个部门。无论如何，号召性用语必须明确。

If you are giving a sales presentation, the call to action should be to make an order or schedule a call. If you are giving an internal business presentation, the call to action might be to launch a research team or sell off a division. Regardless, the call to action must be clear.

在我们的办公室周围，我们在创建内容时经常重复一句话：不要让读者做一堆数学运算。

Around our office, we often repeat a phrase when creating content: Don’t make the reader do a bunch of math.

我们的意思是，不要让人们弄清楚你想让他们做什么。只要告诉他们。并且明明白白地告诉他们。

What we mean is, don’t make people figure out what you want them to do. Just tell them. And tell them plainly.

第四十一天

DAY FORTY-ONE

如何成为出色的沟通者——确定演讲的主题

How to Be a Great Communicator—Determine the Theme of Your Presentation

一位出色的沟通者会在演讲结束时陈述他们演讲的主题。

A great communicator states the theme of their talk at the end of their presentation.

多年前，我聘请了一位演讲教练来帮助我改进我的演讲。他来到我的办公室，我们花了两天的大部分时间观看我发表了一百多次演讲的视频。进入会议，我觉得我的演讲非常棒。我什至得到了起立鼓掌。然而，令我惊讶的是，教练有很多建议。事实证明我只是做了一个平庸的演讲。

Years ago, I hired a speech coach to help me improve a talk I’d been giving. He came to my office and we spent the better part of two days watching a video of a speech I’d delivered more than a hundred times. Going into the meeting, I thought my speech was pretty terrific. I’d even been getting standing ovations. To my surprise, though, the coach had loads of advice. Turns out I’d only been giving a mediocre speech.

我学到了很多东西，其中很多是我在 BMSU 的 Communication Made Simple 课程中教授的。但他给我的最好建议是，绝对确定地控制我走下舞台前说的最后一句话。

I learned a lot of things, many of which I teach in BMSU’s Communication Made Simple course. But the best advice he gave me was to control, with absolute certainty, the last thing I said before walking off the stage.

“人们记得你说的最后一句话胜过其他任何事情，”他说。“这就像敲响了钟声。它只会在他们的脑海中回荡一个小时或更长时间。”

“People remember the last thing you say more than anything else,” he said. “It’s like ringing a bell. It just keeps reverberating in their minds for an hour or more.”

这对我很有帮助。事实是，很长一段时间以来，我一直在把我演讲的最后一句话留给机会。我总是会感谢观众或主持人，或者通过回答最后一个问题来结束问答环节，然后说晚安然后走下舞台。

This was helpful advice to me. The truth is, I’d been leaving the last words of my presentation to chance for a long time. I’d always thank the audience or the host or end the question-and-answer segment by answering the last question, then saying goodnight and walking off the stage.

在向我的演讲教练学习后，我开始排练每次演讲的最后一句台词。我想确保在接下来的一个小时或更长时间里，在他们脑海中像钟声一样响起的想法正是我想要的。

After learning from my speech coach, I began rehearsing a final line for each speech. I wanted to make sure the thought that rang in their head like a bell for the next hour or more was exactly what I wanted it to be.

当然，这引出了一个问题：你的最后一行应该是关于什么的？你应该怎么说？

This, of course, begs the question: What should your last line be about? What should you say?

演讲中最有力的最后一行应该是演讲的主题。

The most powerful last line of your presentation should be the theme of your talk.

主题的想法也来自古老的故事公式。许多作家认为所有故事都源于一个主题。主题是一种表达故事内容或故事寓意的方式。

The idea of a theme also comes from ancient story formulas. Many writers believe all stories stem from a theme. A theme is a way of saying what the story is about or the moral of the story.

例如，在罗密欧与朱丽叶中，主题是值得为爱而死。对于饥饿游戏来说，可能是人类的自由和尊严值得为之奋斗。

In Romeo and Juliet, for example, the theme is love is worth dying for. For The Hunger Games, it might be the freedom and dignity of mankind is worth fighting for.

就像一个好故事一样，您的演示文稿也可以有一个主题。要发现您的主题，请问问自己为什么这个演示文稿如此重要。这很重要，因为所有进入第四季度的工作都不应浪费吗？主题是没有客户应该为草坪护理多付钱，因为。. . ？

Like a good story, your presentation can have a theme too. To discover your theme, ask yourself why this presentation is so important. Is it important because all the work that goes into the fourth quarter shouldn’t be wasted? Is the theme that no customer should overpay for lawn care because . . . ?

在我之前告诉过你的州长演讲中，主题是公民不应该因为共和党和民主党立法者无法相处而受苦。

In the governor’s speech I told you about earlier, the theme was that citizens shouldn’t suffer because Republican and Democratic lawmakers can’t get along.

在演讲结束时陈述主题可确保您告诉听众您的演讲内容。在不说明主题的情况下，您是在让听众自己算算。很有可能，除非你陈述你的主题，否则他们将无法弄清楚你谈话的主要思想。这意味着你不会被记住是一个好的演讲者。

Stating the theme at the end of your presentation makes sure you told your audience what your talk was about. Without stating the theme, you are making your audience do the math to figure it out for themselves. Chances are, unless you state your theme, they won’t be able to figure out the main idea of your talk. And that means you won’t be remembered as a good presenter.

你如何确定演讲的主题是什么？简单的。只需填空这句话：我演讲的要点是_________________。

How do you determine what the theme of your talk is? Simple. Just fill in the blank in this sentence: The main point of my presentation is ___________________.

在你的演讲中多次重复这一点，当然，把它作为你说的最后一句话来结束谈话，你的听众就会知道你想传达什么。可悲的是，大多数观众不知道主持人想说什么。他们只是为几个笑话而笑，为几个感人的故事而叹息。然后忘记了一切。

Repeat that point several times in your presentation, and of course end the talk by making it the last thing you say, and your audience will leave knowing what you were trying to communicate. Sadly, most audiences have no idea what the presenter was trying to say. They just laughed at a few jokes and sighed at a few emotional stories. And then forgot everything.

当您意识到演讲的主题时，将其作为最后一行。你希望你的主题成为你的观众离开时永远记住的想法。

When you realize the theme of your presentation, make it your last line. You want your theme to be the idea your audience walks away remembering forever.

事实上，我经常会在整个演讲过程中多次重复这个主题，当然要小心，在演讲结束时再次清楚地陈述它。

In fact, I will often repeat the theme several times throughout my talk, being careful, of course, to state it clearly again at the end of my talk.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第八章

CHAPTER EIGHT

销售变得简单

SALES MADE SIMPLE

介绍

INTRODUCTION

在确立了胜任的专业人士的品格、学会了围绕一项使命团结团队、变得更有效率、阐明了我们的信息、理解了销售漏斗中的内容并成为了出色的沟通者之后，让我们来谈谈如何建立销售系统.

Having established the character of a competent professional, learned to unite a team around a mission, become more productive, clarified our message, understood what goes into a sales funnel, and become an exceptional communicator, let’s talk about how to set up a sales system.

无论您是经营公司还是修剪草坪，如果每个专业人士都了解如何销售，他们对组织的价值就会显着增加。

Regardless of whether you run the company or mow the lawn, every professional dramatically increases their value to an organization if they understand how to sell.

销售实际上是向人们清楚地解释您的产品或服务如何解决他们的问题，然后引导他们完成引导他们进行购买的过程。

Selling is really about clearly explaining to a person how your product or service can solve their problem and then guiding them through a process that leads them to make a purchase.

大多数人认为销售是关于“说服某人购买他们不想要的东西”，但说服某人购买某物意味着您可能会一次性向该人出售一种产品，然后再也不会向他们出售任何东西。

Most people think selling is about “talking somebody into buying something they don’t want,” but talking somebody into buying something means you’ll likely sell that person one product, one time, and then never sell them anything again.

人类讨厌被强迫购买东西。他们可能会顺从，但顺从往往是一种抵制，因为这是摆脱销售人员的最快方式。很多人开着一辆新车离开了停车场，他们知道他们再也不会从那个销售员那里买东西了。

Human beings resent being coerced into buying things. They may comply, but compliance is often a form of resistance because it’s the fastest way to get rid of the salesperson. Plenty of people have driven off the lot in a new car knowing they will never buy from that salesperson again.

另一方面，优秀的销售人员会在一个框架内工作，该框架会邀请客户进入他们解决问题并在此过程中自我感觉良好的故事。

A good salesperson, on the other hand, works within a framework that invites a customer into a story in which they solve a problem and feel good about themselves in the process.

一个好的销售人员让客户成为英雄，并帮助英雄赢得胜利。

A good salesperson makes the customer the hero and helps the hero win the day.

在接下来的五天里，我将向您简要介绍 Sales Made Simple 框架，它将显着增加您转化为买家的潜在客户数量，并增加您从客户那里获得的尊重和赞赏。

For the next five days, I will give you an overview of the Sales Made Simple framework and it will dramatically increase the number of leads you convert to buyers as well as increase the amount of respect and appreciation you receive from clients.

了解该框架后，您将了解您与每个客户所处的销售流程的哪个阶段，并能够为他们提供所需的定制帮助。您还将拥有可扩展的销售流程。很快，您就会对吸引新的潜在客户感到兴奋，因为您会知道他们中的很大一部分会变成付费客户。

Once you learn the framework, you’ll know which phase of the sales process you are in with each client and be able to offer them the custom help they need. You will also have a sales process that scales. Soon, you’ll be excited about engaging new leads because you’ll know a significant percentage of them will turn into paying clients.

让客户成为故事的主人公是帮助更多人和完成更多销售的关键。

Making the customer the hero of the story is the key to helping more people and closing more sales.

第四十二天

DAY FORTY-TWO

如何销售——鉴定潜在客户

How to Sell—Qualify the Lead

选对角色：确定主角。

Cast the right characters: Qualify the lead.

几年前，我合写了一部电影，导演邀请我帮忙选演员。我们坐下来看了几个小时的视频试镜，演员们会在视频试镜中朗读台词并表演剧本中的场景。

Years ago, I cowrote a movie and the director invited me to help choose the cast. We sat and watched hours of video auditions in which actors would read lines and act out scenes from the script.

在那次经历之前，我原以为导演会简单地选择最好的演员然后继续前进，但事实并非如此。事实上，导演为每个部分选择合适的演员，不一定是最好的演员。有些演员可能更有才华，但他们有点太高或太老或太戏剧化等等。真的，导演在他们的电影中寻找的是一个完美契合角色的演员。

Before that experience, I’d have thought the director would simply choose the best actors and move on, but that’s not how it works. The truth is, the director chooses the right actor for each part, not necessarily the best actors. Some actors might be more talented, but they are a little too tall or too old or too dramatic or whatever. Really, what a director is looking for in their movie is an actor who fits the role perfectly.

销售也是如此。销售时，您是在邀请一个角色进入一个故事，在这个故事中，他们的问题得到解决，他们变成了一个更好、装备更齐全的自己。然而，这意味着并非每个角色都适合这个角色。

The same is true with sales. When selling, you are inviting a character into a story in which their problem gets solved and they are transformed into a better, more fully equipped version of themselves. This means, however, that not every character is right for the part.

在销售中，我们称此为排位赛。客户是否有产品解决的问题？客户能否负担得起购买该解决方案？客户是否有权购买产品？

In sales, we call this qualifying the lead. Does the customer have the problem the product solves? Can the customer afford to buy the solution? Does the customer have the authority to buy the product?

对销售人员来说，有一个限定词列表可以帮助他们确定要在故事中扮演哪些角色，这一点很重要，因为如果你扮演了错误的角色，故事就不会成功。

It is important for a salesperson to have a list of qualifiers that helps them determine which characters to cast in the story because if you cast the wrong characters, the story won’t work.

在我的公司，我们有一名全职团队成员，他的唯一工作就是确定潜在客户的资格。为什么？因为与不合格的潜在客户一起完成销售流程会浪费客户的时间，浪费销售团队的时间，并让您和公司蒙受损失。

At my company we have a full-time team member who’s only job is to qualify leads. Why? Because going through a sales process with an unqualified lead wastes the customer’s time, wastes the sales team’s time, and costs you and the company money.

销售就是管理你的精力和努力。与不合格的潜在客户交谈的每一分钟都不如睡在办公桌下。毕竟，研究证明睡眠对于提高表现很重要，而被不合格的潜在客户拒绝是疯狂的行为。

Sales is all about managing your energy and effort. Every minute you spend talking to an unqualified lead would be better spent sleeping under your desk. After all, studies have proven sleep is important to enhance performance, while getting rejected by unqualified leads is crazy making.

那么是什么让潜在客户合格呢？如上所述，合格的潜在客户符合以下三个标准：

So what makes a lead qualified? As mentioned above, a qualified lead meets the following three criteria:

1.他们有您的产品可以解决的问题。

1.They have a problem your product will solve.

2.他们有能力买得起你的产品。

2.They are able to afford your product.

3.他们有权购买您的产品。

3.They have the authority to buy your product.

如果您的领导没有为您解决的问题而苦苦挣扎，您应该转向另一位领导。不过，为了确定这一点，您必须充分了解您的产品实际解决的问题，并提出一系列问题来评估您的领导是否存在该问题。他们的保险计划是否需要更新？他们是否遇到招聘困难并且没有专门负责人力资源的团队成员？他们是否不符合政府规定？

If your lead is not struggling with the problem you solve, you should move on to another lead. In order to determine this, though, you’ll have to fully understand what problem your product actually solves and develop a series of questions to assess whether or not your lead has that problem. Is their insurance plan up for renewal? Are they experiencing hiring difficulties and don’t have a team member devoted to HR? Are they out of compliance with a government regulation?

提出一系列问题来确定客户是否需要您的产品，否则您将浪费宝贵的精力。

Develop a series of questions that determine whether or not a customer even needs your product or you’ll waste valuable energy.

接下来，您需要了解潜在客户是否能负担得起您的产品。诸如“您目前在营销方面投入了多少？”之类的问题。或“您目前为印刷支付的费用是多少？” 了解您的潜在客户的预算限制是否允许他们购买您的产品是完全合理的。

Next, you’ll want to find out if the lead can afford your product. Questions like “How much are you currently investing in marketing?” or “What are you currently paying for printing?” are perfectly reasonable to find out if your potential customers’ budget restraints will allow them to purchase your product.

如果您的客户没有钱购买您的产品，请礼貌地转向更合格的潜在客户。

If your customer does not have the money to buy your product, politely move on to a more qualified lead.

最后，许多潜在客户需要您的产品，甚至可以买得起您的产品，但没有购买产品的权限。如果是这种情况，您将希望与实际拥有权力的人建立关系。

Lastly, many leads need your product and can even afford your product, but don’t have the authority to buy the product. If this is the case, you’ll want to develop a relationship with the individual who actually does have the authority.

询问您的领导他们是否有权做出决定。如果他们不这样做，请他们将您介绍给这样做的人。根据您的产品的价格，甚至让不合格的潜在客户共进午餐并带上合格的潜在客户也可能是一个成功的举措。

Ask your lead if they have the authority to make the decision. If they do not, ask them to introduce you to the person who does. Depending on how expensive your product is, even asking your unqualified lead to grab lunch and bring along the qualified lead may be a successful move.

这里的关键，甚至在开始销售过程之前，就是要确保您与合适的人交谈。合适的人有你的产品解决的问题，有能力购买，并且有权这样做。

The key here, even before beginning the sales process, is to make sure you are talking to the right person. The right person has a problem your product solves, can afford to buy it, and has the authority to do so.

每个销售人员都应该保留一份长长的合格线索清单。这些线索中的每一个都是您邀请他们参与的故事中的候选人。将此合格线索列表视为将进入故事的潜在演员。当然，你并没有真正邀请他们进入故事，但你已经做得很好，淘汰了所有不适合这个角色的候选人。仅这一阶段就可以为您节省数百甚至数千小时的时间来解决客户的问题并改变他们的生活。

Every salesperson should keep a long list of qualified leads. Each of these leads is a candidate to be cast in the story you are inviting them into. Consider this list of qualified leads to be the potential cast that will make it into the story. Of course, you haven’t actually invited them into the story, but you’ve done great work weeding out all the candidates who do not fit the role. This phase alone will save you hundreds if not thousands of hours in your effort to solve your customers’ problems and change their lives.

接下来，让我们将您的主角介绍到您希望他们生活的故事中。

Next, let’s introduce your lead into the story you want them to live.

第四十三天

DAY FORTY-THREE

如何销售——邀请客户讲故事

How to Sell—Invite Customers into a Story

将您的合格线索介绍给您的产品或服务可能实现的故事情节。

Introduce your qualified leads to the story arc your product or service makes possible.

既然您知道在故事中扮演谁，是时候邀请他们进入故事本身了。

Now that you know who to cast in the story, it’s time to invite them into the story itself.

几乎每个故事都会发生五件事。英雄有问题，这个问题让他们非常沮丧，他们想采取行动，他们遇到了一个有某种计划的向导或工具来帮助他们，他们开始相信解决方案，然后他们采取行动来解决他们的问题。

Five things happen in nearly every story. The hero has a problem, that problem is frustrating them so much they want to take action, they meet a guide who has some kind of plan or tool to help them, they begin to believe in the solution, and then they take action to resolve their problem.

因此，为了让您的合格潜在客户对进入该故事感兴趣，您只需要为他们讲述这个故事。

So, in order for your qualified leads to get interested in stepping into that story, you simply need to lay the story out for them.

要为您的每一位客户创建自定义故事弧线，您需要使用以下公式：

To create a custom story arc for every one of your clients, you will want to use this formula:

1.我看到你正在为 X 问题而苦苦挣扎。

1.I see you are struggling with X problem.

2.我看到 X 问题导致 Y 感到沮丧。

2.I see that X problem is causing Y frustration.

3.我们的产品或服务通过解决 X 问题来解决 Y 挫折。

3.Our product or service resolves Y frustration by resolving X problem.

4.我们已经与数百名遇到 X 问题的客户合作过，这里是他们的结果。

4.We’ve worked with hundreds of clients with X problems and here are their results.

5.让我们制定一个循序渐进的计划，以便解决您的问题和挫折感。

5.Let’s create a step-by-step plan so your problem and frustration get resolved.

数千年来，这个公式一直被用来讲故事，因为人类的头脑理解它并被它吸引。所以，如果人类的头脑理解这个公式并被它吸引，你应该使用这个公式来邀请客户进入一个故事，在这个故事中，他们的问题通过购买你的产品得到解决。

This formula has been used for thousands of years to tell stories because the human mind understands it and is drawn to it. So, if the human mind understands this formula and is drawn to it, you should use this formula to invite customers into a story in which their problems are resolved through the purchasing of your products.

随着您更好地理解框架，您将学会在邀请客户进入的故事中遵守纪律。太多的销售人员在销售时转向杂草，这就是为什么他们不会完成很多销售。

As you better understand the framework, you will learn to be disciplined in the story you invite customers into. Too many salespeople veer off into the weeds when it comes to selling and that’s why they don’t close very many sales.

不要在客户生日那天送礼物和感谢卡，也不要打电话给他们，而是要努力找出他们的问题，倾听他们的问题所造成的挫败感，并与他们商讨如何解决这些问题。

Instead of sending gifts and thank-you cards and calling your clients on their birthdays, do the hard work of identifying their problems, listening to the frustrations that their problems are causing, and consulting with them over how those problems can be solved.

一个好的销售人员的目标不应该是被人喜欢；应该值得信赖。我们几乎喜欢对我们好的人，但我们信任并尊重那些可以通过帮助我们解决问题来减轻我们的挫败感的人。

The goal of a good salesperson should not be to be liked; it should be to be trusted. We like just about anybody who is nice to us, but we trust and respect people who can ease our frustrations by helping us solve problems.

当您与潜在客户交谈时，您是否清楚地看到并能清楚地解释您邀请他们参与的故事？你能根据他们的具体情况和痛点定制那个故事吗？您是否将这个故事作为解决他们问题和改变他们生活的邀请来传达？

When you talk with a potential customer, do you clearly see and can you clearly explain the story you are inviting them into? And can you customize that story for their specific situation and pain points? And are you communicating that story as an invitation to solve their problems and change their lives?

如果没有，请使用上面的五部分公式来绘制客户的故事，然后开始邀请他们解决他们的问题。如果这样做，您会发现您获得的尊重和信任，以及您完成的销售量都会增加。

If not, use the five-part formula above to map your customers’ stories and then start inviting them to resolve their problem. If you do, you will find that the respect and trust you receive, along with the sales you close, will increase.

第四十四天

DAY FORTY-FOUR

如何销售——重复你的谈话要点

How to Sell—Repeat Your Talking Points

播放指南并了解您的台词。

Play the guide and know your lines.

大多数潜在客户不会因为销售人员没有魅力、友好或挑战而放弃购买。他们放弃购买是因为销售人员未能引导他们解决问题。

Most potential customers do not walk away from a purchase because the salesperson failed to be charming, friendly, or challenging. They walk away from a purchase because the salesperson failed to guide them toward a resolution to their problem.

我们怎样才能获得更多的销量？我们可以玩指南针。

How can we get more sales? We can play the guide.

到目前为止，您知道每个故事中存在的角色。您还知道，就销售而言，客户就是英雄。故事都是关于他们的。也就是说，我们确实在故事中扮演了重要角色。我们扮演向导。

By now, you know the roles that exist in every story. You also know that, as far as selling goes, the customer is the hero. The story is all about them. That said, we do play an important role in the story. We play the guide.

欧比旺克诺比是星球大战中卢克天行者的向导。黑密斯是《饥饿游戏》中凯特尼斯的向导。您是客户的向导。

Obi-Wan Kenobi was a guide to Luke Skywalker in Star Wars. Haymitch was a guide to Katniss in The Hunger Games. You are a guide for your customer.

那么，导游是做什么的呢？好吧，就销售而言，指南会做三件事：

So, what does a guide do? Well, as it relates to selling, a guide does three things:

1.提醒主人公故事是关于什么的。

1.Reminds the hero what the story is about.

2.给英雄一个解决问题并赢得胜利的计划。

2.Gives the hero a plan to resolve their problem and win the day.

3.预示着故事的高潮场面。

3.Foreshadows the climactic scene of the story.

为了发挥指导作用，我们需要不断提醒我们的客户故事是关于什么的，并邀请他们走进这个故事，这样他们才能体验到积极的解决方案。

In order to play the guide, we need to continually remind our customers what the story is about and invite them to step into that story so they can experience a positive resolution.

向导需要知道他们的台词并经常说出来。提醒客户这个故事并为他们提供计划归结为谈话要点。

A guide needs to know their lines and speak them often. Reminding the customer about the story and offering them a plan comes down to talking points.

如果我销售儿童游乐场设备并且我的客户是当地教堂，我的台词是：

If I’m selling children’s playground equipment and my customer is a local church, my lines are:

你听懂故事、计划和高潮场景了吗？

Did you catch the story, the plan, and the climactic scene?

问题：社区不来教堂是因为他们不认为教堂建筑具有吸引力。

The problem: The community doesn’t come to church because they don’t perceive the church building as inviting.

计划：建造一个游乐场并邀请社区参加盛大的开幕式。

The plan: Build a playground and invite the community to the grand opening.

高潮场景：“。. . 更多的人在教堂里，更多的生活被改变。”

The climactic scene: “. . . more people in church and more lives being changed.”

这些台词或其变体成为导游的谈话要点。

These lines, or variations thereof, become the guide’s talking points.

记住你的谈话要点

Memorize Your Talking Points

邀请客户参与故事的关键是找出定义故事的谈话要点，然后在午餐会、电子邮件、提案、电话等中重复这些要点。

The key to inviting customers into a story is to figure out the talking points that define the story and then repeat them in lunch meetings, emails, proposals, phone calls, and more.

许多销售人员花费很长时间试图建立融洽的关系。那很好。但我们作为销售人员的工作是解决问题和改变生活。而且，老实说，没有什么比解决问题和改变生活更能建立融洽的关系了。

Many salespeople spend ages trying to build rapport. That’s nice. But our job as salespeople is to solve problems and change lives. And, honestly, nothing builds rapport faster than solving problems and changing lives.

可以肯定的是，在没有进行有意义的对话的情况下向客户重复线路可能会令人反感。但是，为每个潜在客户准备谈话要点的好处在于，它可以让你们将大部分时间花在谈论其他事情上。因此，您可以将 80% 的时间花在建立真实的关系上，只要 20% 的沟通时间用于强化谈话要点并邀请客户讲述一个清晰且引人入胜的故事。

To be sure, repeating lines to a customer without having meaningful conversations may come off as off-putting. But the nice thing about having prepared talking points for each of your potential customers is it allows you to spend the majority of your time together talking about other things. So 80 percent of your time can be spent building an authentic relationship as long as 20 percent of your communication is reinforcing the talking points and inviting the customer into a clear and compelling story.

当您与客户在一起时，以您的谈话要点开始和结束是一件好事，以确保您的客户理解您邀请他们参与的故事。

When you’re together with a customer, it’s a good thing to open and close with your talking points as a way of making sure your customer understands the story you are inviting them into.

就像领导要进行重要的演讲或采访一样，优秀的销售人员会记住他们的谈话要点并一遍又一遍地重复。如果他们这样做，客户就会将销售人员视为他们生活中的向导，发现自己受邀参与引人入胜的故事，并进行购买以解决他们的问题。

Just like a leader going into an important speech or interview, a good salesperson has their talking points memorized and repeats them over and over. If they do, the customer will recognize the salesperson as a guide in their life, find themselves invited into a compelling story, and make a purchase that solves their problem.

永远记住，客户是英雄。他们正在寻找一个指南来邀请他们进入一个故事。这就是销售人员的意义所在。

Always remember, the customer is the hero. And they’re looking for a guide to invite them into a story. This is what being a salesperson is all about.

第四十五天

DAY FORTY-FIVE

如何销售——提出一个好的建议

How to Sell—Create a Great Proposal

使用故事书的公式来布置您的提案。

Lay out your proposal using the formula of a storybook.

许多销售人员会在匆忙发送的电子邮件中用要点总结他们的报价，然后在客户拒绝报价时感到惊讶。

Many salespeople will summarize their offer in bullet points within a hastily sent email and then be surprised when their customer rejects the offer.

通常，客户会将他们不购买的决定归咎于价格、竞争、进度、预算问题等。但我怀疑这些借口是否完全准确。

Often, the customer will blame their decision not to buy on price, competition, schedule, budgetary concerns, and so on. But I doubt any of those excuses are completely accurate.

现实情况是，客户很可能对交易将如何进行以及他们将从交易中获得什么感到困惑。人们总是拒绝令人困惑的提议。

The reality is, the customer was most likely confused about how the transaction was going to work and what they would be getting out of the deal. People always reject a confusing offer.

出于这个原因，请在提案、小册子甚至视频中记录要约的故事要点。

For this reason, memorialize the story points of the offer inside a proposal, brochure, or even a video.

在推销中，当我们了解客户的问题、制定计划并预示他们生活的高潮时，我们不应该假设他们会记住每一个字，或者他们已经做了笔记并花了几个小时研究我们的提案。他们更有可能喜欢谈话，被叙述邀请所吸引，然后回家忘记了细节。

In sales pitches, as we get to know our customers’ problems, lay out a plan, and foreshadow a climactic scene for their lives, we should not assume they will remember every word, or that they have taken notes and spent hours studying our proposal. It’s more likely they enjoyed the conversations, were enticed by the narrative invitation, and then went home and forgot the details.

然后，当需要做出决定时，他们感到困惑。

Then, when it came time to make a decision, they felt confused.

每当客户告诉您他们会考虑并稍后回复您时，您可能认为这意味着他们拒绝了您的报价。实际上，我认为他们根本没有拒绝你的提议。他们真正想说的是，“当我更清楚时，我会回复你。” 可悲的是，清晰度永远不会到来。为什么？因为你从来没有把它放在一份他们可以阅读和审查的有趣的文件中。

Whenever a customer tells you they will think about it and get back to you later, you likely believe that means they are rejecting your offer. Actually, I don’t think they are rejecting your offer at all. What they are really saying is, “I’ll get back to you when I have more clarity.” Sadly, the clarity never comes. Why? Because you never gave it to them in a single, interesting document they could read and review.

这就是为什么我们为完成销售而创建的好的提案、小册子、网站、视频或任何其他抵押品如此重要。

This is why a good proposal, brochure, website, video, or any other piece of collateral we create to close the sale is so important.

人们不喜欢走进雾中。我们的内在生存机制希望我们待在没有威胁或潜在威胁的环境中，而走进迷雾则包含了太多的神秘色彩。

People do not like to walk into a fog. Our internal survival mechanisms want us to stay in environments that are free of threats or potential threats, and walking into a fog involves too much mystery.

在思想世界中也是如此。如果我们对未来的样子、某人的意图是什么，甚至我们下一步应该做什么感到困惑，大脑就会感觉到精神上的迷雾并退后一步。

The same is true in the world of ideas. If we are confused about what the future looks like, about what somebody’s intentions are, or even about what our next steps should be, the brain senses mental fog and steps back.

优秀的销售人员会创建提案模板，然后为客户定制每个提案。他们深思熟虑地传达了客户的问题、他们讨论的具体计划以及导致高潮场景的强烈行动号召。

Great salespeople create a proposal template and then customize each proposal for the client. They thoughtfully relay the customer’s problems, the specific plan they discussed, and the strong call to action that leads to the climactic scene.

这是一个好的提案的模板：

Here is a template for a good proposal:

1.客户的问题

1.The customer’s problem

2.解决问题的产品

2.The product that will solve the problem

3.将解决方案（产品）实施到客户生活中的计划

3.The plan to implement the solution (product) into the customer’s life

4.价格和选择

4.The price and options

5.高潮场景（解决问题的结果）

5.The climactic scene (the result of the resolution of the problem)

这是一个简单的故事公式，与您在儿童读物中找到的没什么不同。它很容易理解，其中的前提（产品可以解决客户的问题）根据它的呈现方式也很容易理解。

This is a simple story formula not unlike one you’d find in a children’s book. It is easy to understand, and the premise within it (that the product can solve the customer’s problem) is easy to understand based on how it’s been presented.

以这种形式展示客户故事的提案、PDF 或视频易于理解，不会造成混淆或混淆，并且更有可能促成销售。

A proposal, PDF, or video that lays out the customer’s story in this form is easy to understand, creates no fog or confusion, and is more likely to result in a sale.

提案可能看起来过时、缓慢且不必要，但事实是，它们对我们的客户来说是一项很好的服务，而且它们会达成交易。

Proposals may seem out of date, slow, and unnecessary, but the truth is, they are a great service to our customers and they close deals.

优秀的销售人员会在停机时间查看他们的数据库，回忆客户的问题和对解决方案的需求，然后定制提案以供他们审核。这位销售员将完成比其他任何人都多的销售。为什么？因为他们花时间来纪念客户的故事，并围绕他们希望客户做出的决定做出清晰的说明。

A good salesperson will spend their downtime looking over their database, recalling their customers’ problems and needs for a solution, and then customizing proposals to send for their review. This salesperson will close more sales than any other. Why? Because they took the time to memorialize the customer’s story and create clarity around the decision they want the customer to make.

第四十六天

DAY FORTY-SIX

如何销售——如何完成销售

How to Sell—How to Close the Sale

一位出色的专业销售人员会充满信心地号召客户采取行动。

A great sales professional calls customers to action with confidence.

我在高中认识一个男生，他和所有的漂亮女孩都约会。永远是绅士，他会走上前去和他们说话，逗他们笑，如果他们引起了他的兴趣，他会约他们出去。他一点也不害怕，女孩们都很欣赏。他们喜欢他让事情变得轻松有趣并且没有给他们压力。他似乎也不在乎他们是否拒绝他。他只是保持轻松，这样他们就不会因为让他难过而难过。他们因此更喜欢他。

I knew a guy in high school who dated all the pretty girls. Always the gentleman, he’d go up and talk to them and make them laugh, and if they struck his interest, he’d ask them out. He didn’t have any fear at all and the girls appreciated it. They liked that he made things light and fun and didn’t pressure them. He didn’t seem to care if they rejected him, either. He’d just keep it light so they didn’t feel bad about making him feel bad. And they liked him even more for that.

然而，我和我的朋友们会把那些早年的关系看得太重。我们相信，如果我们约一个女孩出去，而她拒绝了，她就再也不会和我们说话，或者会告诉她的朋友我们是变态。相反，我们会尝试摸清情况并提出令人困惑的问题，例如她使用哪种洗发水，她是否系自己的蝴蝶结以及其他各种问题，如果您愿意的话，这些问题是您可能会说的最糟糕的事情日期。

Me and my friends, however, would make too big a deal out of those early relationships. We believed that if we asked a girl out and she said no, she’d never talk to us again or would tell her friends we were creeps. Instead, we’d try to feel out the situation and ask confusing questions like what kind of shampoo does she use and does she tie her own bow and all sorts of other questions that are the worst things you could possibly say if you ever want to date.

有一次，当我们问我的朋友他是如何大胆地和女孩子说话时，他笑着说，伙计，只是不要让它变得沉重。

Once, when we asked my friend how he got so bold in talking to girls, he smiled and said, Man, just don’t make it heavy.

这不仅仅是关于约会的好建议。这是对生活的好建议。

That wasn’t just good advice about dating. That was good advice about life.

我花了很多年才意识到约会只是约会，拒绝是生活的一部分，没有人应该为此感到难过。

It took years for me to realize that dating was just dating, and that rejection was part of life and nobody should feel bad about it.

我相信销售也是如此。人们对约会感到紧张的原因与一些销售人员不敢完成交易的原因相同。他们害怕被拒绝。他们让它变重了。

I believe the same is true in sales. The reason people get nervous about dating is the same reason some salespeople are afraid to close the deal. They’re nervous about being rejected. They’re making it heavy.

事实是，如果你不是一个卑鄙的人并且以最大的尊重待人并且相信你可以造福周围的生活，那么销售互动应该没有什么沉重的。

The truth is, if you aren’t a creep and treat people with the utmost respect and believe you can benefit the lives around you, there should be nothing heavy about a sales interaction.

销售是生活的一部分，没有人应该为此感到尴尬。当我们完全以销售人员的身份生活时，专业销售人员会做得更好，告诉每个人我们销售什么以及我们的产品解决了哪些问题，并请人们向他们的朋友介绍我们的产品。

Sales is part of life and nobody should feel awkward about it. Sales professionals do better when we fully live as salespeople, telling everybody what we sell and what problems our products solve and asking people to tell their friends about our products.

如果我们想成为优秀的销售人员，就必须克服被拒绝的恐惧。

If we’re going to be good salespeople, we have to get over the fear of rejection.

销售过程中最重要的部分是号召性用语。每个销售人员都知道这一点。但正是销售专业人员对他们的号召性用语感觉棒极了，将其理解为对世界的服务，并且没有让真正获得销售的人感到沉重。

The most important part of the sales process is the call to action. Every salesperson knows that. But it’s the sales professional who feels terrific about their call to action, understands it as a service to the world, and does not make it heavy who actually gets the sale.

当我与潜在客户（或者就此而言，朋友、家人或公交车司机）交谈时，经常会听到我说：“你的员工需要你帮助他们发展，因为他们不能负担得起回到大学。您应该让他们注册我的在线学习平台 Business Made Simple。他们会成为优秀的商业专业人士，并感受到你的关心。”

When I’m talking with a potential customer (or, for that matter, a friend, family member, or bus driver), I’ll often be heard saying, “Your people need you to help them develop themselves because they can’t afford to go back to college. You should get them signed up for my online learning platform, Business Made Simple. They’ll become great business professionals and feel cared about by you.”

为什么我要让人们如此频繁地了解我的产品？因为我在大学里混了好几年，从来没有学到我需要学习什么才能在组织中发挥价值。在从书本、朋友和失败中学到了我需要知道的东西并成为一名成功的企业主之后，我想让这个过程对其他人来说更容易。我相信我的产品。我相信我可以解决世界上的一个严重问题，所以我并不羞于让人们知道。

Why do I let people know about my product so often? Because I spent years floundering around in college and never learned what I needed to learn to be of value inside an organization. After learning what I needed to know from books and friends and failures and becoming a successful business owner myself, I wanted to make the process easier for others. I believe in my product. I believe I can solve a serious problem in the world and so I’m not shy about letting people know.

简而言之，我相信我可以邀请人们进入一个改变他们生活的故事。我为什么要害羞呢？

In short, I believe I can invite people into a story that will transform their lives. Why should I be shy about that?

你相信你销售的产品吗？你相信你能解决客户的问题并改变他们的生活吗？如果你不这样做，退出。我是认真的。离开公司，找到你相信的使命。

Do you believe in the product you sell? Do you believe you can solve a customer’s problem and change their life? If you don’t, quit. I’m serious. Just walk away from the company and find a mission you believe in.

我可以教你一整天的销售流程，但如果你不相信自己或你的产品，它就不会奏效。

I could teach you a sales process all day, but if you don’t believe in yourself or your product, it won’t work.

销售人员在完成交易时遇到的大多数问题都是心理上的。他们的问题源于认为拒绝很重，因此他们使销售对话变得尴尬。他们的问题来自不相信自己。他们的问题来自不相信他们的产品。

Most of the problems salespeople have in closing deals are psychological. Their problems stem from thinking of rejection as heavy and so they make sales conversations awkward. Their problems come from not believing in themselves. Their problems come from not believing in their products.

当我们相信自己和我们的产品时，我们不会因恐惧而行动——相反，我们会充满信心地号召客户采取行动。

When we believe in ourselves and our products, we do not act in fear—rather, we call customers to action with confidence.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第九章

CHAPTER NINE

谈判变得简单

NEGOTIATION MADE SIMPLE

介绍

INTRODUCTION

建立了称职的专业人士的品格，学会了围绕使命团结团队，变得更有效率，阐明了我们的信息，理解了销售漏斗中的内容，成为出色的沟通者，并学会了销售，让我们学习如何成为了不起的谈判者。

Having established the character of a competent professional, learned to unite a team around a mission, become more productive, clarified our message, understood what goes into a sales funnel, become an exceptional communicator, and learned to sell, let’s learn how to be a terrific negotiator.

每个专业人士都在不断地谈判，无论他们是否知道。他们与老板协商薪水，与助理协商日程安排，与供应商协商合同，甚至他们和朋友在哪家餐厅吃午饭。

Every professional is constantly negotiating, whether they know it or not. They negotiate their salary with their boss, their schedule with their assistant, a contract with a supplier, and even what restaurant they and their friends will eat at for lunch.

任何时候你发现自己为了赢得交易或解决问题而进行战略沟通时，你都在进行谈判。

Anytime you find yourself in strategic communication in order to win a deal or resolve a problem, you are in a negotiation.

一个好的谈判者每年可以为公司赚取或节省数百万美元。因此，任何了解谈判框架的团队成员都会极大地增加他们在组织内的价值。

A good negotiator can make or save a company millions each year. Therefore, any team member who understands a negotiation framework dramatically increases their value inside an organization.

可悲的是，大多数专业人士在谈判时根本没有意识到他们在谈判。当他们发现自己处于涉及做出决定的对话中时，他们认为他们只是在进行对话。正因为如此，大多数专业人士都得不到他们自己或他们工作的公司想要的东西。

Sadly, most professionals negotiate without ever realizing they are negotiating at all. When they find themselves in conversations that involve making a decision, they think they are just having a conversation. And because of this, most professionals don’t get what they want for themselves or for the company they work for.

只有不到 10% 的工作专业人员接受过谈判课程的培训。这为我们其他人提供了一个增加个人经济价值的战略机会。

Less than 10 percent of working professionals have been trained in a negotiation course. This presents a strategic opportunity for the rest of us to increase our personal economic value.

教授 Business Made Simple 的 Negotiation Made Simple 课程的 John Lowry 说，如果你没有可以使用的战略谈判框架，你可能会输。

John Lowry, who teaches Business Made Simple’s Negotiation Made Simple course, says that if you don’t have a strategic negotiation framework to use, you’re probably going to lose.

他是对的。

He’s right.

谈判时，不要相信自己的直觉。相信经过验证的过程。

When negotiating, don’t trust your gut. Trust a proven process.

在接下来的四天里，我将向您介绍 John 在他为 Business Made Simple 和 Pepperdine Law 教授的谈判课程中提出的许多要点中的四个。

In the next four days, I’ll introduce you to four of the many points John makes in the negotiation course he teaches for Business Made Simple and at Pepperdine Law.

我已经上过 John 的课 3 次了。每次上课，我都会学到新东西。事实上，他的课教会了我在谈判合同时采取的一些重要举措，这些举措让我赚了数百万美元。

I’ve taken John’s class three times. Each time I take the class, I learn something new. In fact, his class taught me several significant moves I’ve made in negotiating contracts that have netted me millions.

我从 John 的课程中​​总结了我最喜欢的四个要点，因为这四个要点直接让我赚钱或省钱。如果您了解这四个原则，您将成为比您认识的几乎任何其他人都更好的谈判者。一个好的谈判者是任何团队的重要成员。

I’ve compiled my four favorite takeaways from John’s course because these are the four takeaways that have made or saved me money directly. If you understand these four principles, you are going to be a better negotiator than nearly anybody else you know. And a good negotiator is a valued member of any team.

第四十七天

DAY FORTY-SEVEN

如何谈判——两种类型的谈判

How to Negotiate—the Two Types of Negotiations

一个好的谈判者理解两种不同的谈判，合作谈判和竞争谈判。

A good negotiator understands the two different kinds of negotiations, collaborative and competitive.

并非每个人都在同一时间以相同的方式看待谈判。一些谈判模式就像一场输赢游戏，而另一些则像是试图找到双赢解决方案。

Not everybody sees a negotiation the same way at the same time. Some modes of negotiation play out like a win/lose game, while others play out like an attempt to find a win/win solution.

在长期的谈判中，其实谈判的模式可以从赢/赢转变为赢/输，如果你不知道转换已经发生，你肯定会在谈判中吃亏。

Within a long-term negotiation, in fact, the mode of negotiation can change from win/win to win/lose, and if you don’t know the switch has been made, you will certainly suffer in the negotiation.

赢/输的谈判模式称为竞争，而双赢的谈判模式称为协作。

A win/lose mode of negotiation is called competitive while a win/win mode is called collaborative.

关于谈判的一般规则是，如果一方是竞争者而另一方是合作者，那么竞争性谈判技巧将获胜，而合作者将失败。差不多总是。

A general rule about negotiation is that if one party is competitive and the other party is collaborative, the competitive negotiation technique is going to win and the collaborative will lose. Nearly always.

但这并不意味着有竞争力的谈判者总能获胜。如果有两个谈判者进行谈判，必然有一方输，另一方赢。

But this doesn’t mean competitive negotiators always win. If two negotiators enter into a negotiation, one of them will certainly lose while the other wins.

在竞争模式下，谈判者不仅需要对结果感到满意；他们需要你不高兴。同样，在竞争模式下，谈判者不会感觉到他们赢了，直到你输了。

When in a competitive mode, negotiators don’t just need to be pleased with the result; they need you to be displeased. Again, when in a competitive mode, the negotiator will not sense that they have won until you have lost.

然而，在合作谈判模式下，谈判者希望双方都能从交易中获益。

When in a collaborative negotiation mode, however, the negotiator is looking for both parties to benefit from the deal.

所以规则是：如果你处于合作谈判模式，而你感觉到与你谈判的人处于竞争模式，你应该立即切换到竞争模式。为什么？因为他们不寻求双赢，并且为了创造双赢的局面，您需要他们加入您的行列。

So here’s the rule: If you are in a collaborative negotiation mode and you sense the person you are negotiating with is in a competitive mode, you should switch to competitive immediately. Why? Because they are not looking for a win/win, and in order to create a win/win scenario, you need for them to join you.

那么这是如何进行的呢？嗯，最近我谈判购买商业地产。我的默认谈判模式是协作，所以我一直在寻找双赢的场景。很明显，与我谈判的团队对了解我想要什么不感兴趣，只对得到他们想要的感兴趣，所以我很快将我的模式切换到竞争模式。我们在价格上来回折腾，直到价格最终达到我想要的数量。但是，我没有握手说“我们都赢了”，而是让他们知道这是一大笔钱，我必须做出重大牺牲才能实现这一目标。我让他们知道我希望价格更低，并再次询问他们是否可以降价。他们拒绝了。所以我做了这笔交易。

So how does this play out? Well, recently I negotiated the purchase of a commercial property. My default negotiation mode is collaborative so I’m always looking for a win/win scenario. It became clear the team I was negotiating with wasn’t interested in understanding what I wanted, only in getting what they wanted, so I quickly switched my mode to competitive. We went back and forth on price until the price finally came to the number I wanted. But rather than shaking hands and saying “we both win,” I let them know this was a lot of money and I would have to make a significant sacrifice to make it happen. I let them know I’d love for the price to be lower and asked again if they could come down. They refused. So I did the deal.

为什么不让他们知道我们达到了我想要的价格对我来说很重要？因为如果他们知道我们都赢了，他们就会提高价格。一个有竞争力的谈判者需要你输，所以当你让他们知道你为完成交易而失去的一切时，他们会很满意。

Why was it important for me not to let them know we’d arrived at the price I wanted? Because if they knew we both won, they’d raise the price. A competitive negotiator needs for you to lose, so when you let them know all you are losing to do the deal, they are satisfied.

这是骗人的吗？我不这么看。事实是，我确实不得不为这笔交易做出牺牲，而且我很乐意以更低的价格购买这座大楼，如果他们想让我对这笔交易感到不安，为什么不给他们他们想要的呢？毕竟，这是完成交易的唯一途径。请记住，在竞争模式下，谈判者在确定您输了之前不会停下来。

Is this deceptive? That’s not how I see it. The truth is, I did have to sacrifice to do the deal and I’d love to have purchased the building for less, and if they wanted me to be upset about the deal, why not give them what they want? After all, that’s the only way to get the deal done. Remember, when in competitive mode, a negotiator will not stop until they are sure you have lost.

我们在这里真正谈论的是为谈判创造一个虚假的底部。当处于竞争模式时，竞争谈判者将继续压低价格，直到你不能再进一步了。当你意识到谈判已经变得竞争激烈时，一定要让他们知道你不会能够走得更远，那时他们会觉得自己赢了。

What we’re really talking about here is creating a false bottom to the negotiation. When in competitive mode, the competitive negotiator will continue to drive the price down until you can’t go any further. When you realize the negotiation has gone competitive, then, make sure to let them know you won’t be able to go any further and that’s when they will feel as though they have won.

这是警告：不要天真。在竞争模式下，谈判者希望你输。在协作模式下，谈判者希望双方都赢。两种模式都不比另一种好。他们都很好用。但如果你处于协作模式，而对方是竞争者，除非你意识到正在发生的事情，否则你将失败。

Here’s the warning: Don’t be naive. When in competitive mode, a negotiator wants you to lose. When in collaborative mode, a negotiator wants both parties to win. Neither mode is better than the other. They both work great. But if you are in collaborative mode and the other party is competitive, you will lose unless you recognize what is happening.

始终了解与您谈判的人处于哪种谈判模式并做出相应的回应。

Always know what kind of negotiation mode the person you are negotiating with is in and respond accordingly.

第四十八天

DAY FORTY-EIGHT

如何谈判——走底线

How to Negotiate—Go Below the Line

一个好的谈判者会在底线之下。

A good negotiator goes below the line.

并非所有谈判都是理性的。人是复杂的，在谈判中往往会涉及情绪问题。人们受到很多事情的激励，而不仅仅是金钱。

Not all negotiations are rational. Human beings are complex, and often emotional issues come into play during a negotiation. People are motivated by many things, not just money.

在我建立公司的过程中，我必须找到一种方法来吸引通常只想在大公司工作的摇滚明星人才。我开始列出在我们的团队中工作所带来的“其他好处”。首先是我们显然在执行一项有意义的任务，这对他们很有吸引力。另一个原因是，对于每个职位，我们可以提供比薪酬更有价值的东西。我们可以为他们提供一个小平台，让他们可以扩大个人影响力或在家工作的机会或与高绩效团队合作的能力。我们早期建立如此出色团队的方法之一是强调如果人们加入我们的团队，他们将获得额外的机会。

As I was building my company, I had to find a way to attract rock star talent that would normally only want to work at a larger company. I began listing “other benefits” that came with working on our team. The first was we were clearly on a meaningful mission, and that was attractive to them. Another reason was because, for each position, we could offer something more valuable than pay. We could offer them a small platform where they could grow their personal influence or the chance to work from home or the ability to work with a team of high-performing individuals. One of the ways we built such a terrific team early on was to highlight the extra opportunities people would get if they joined our team.

教授 Business Made Simple 的 Negotiation Made Simple 课程的老师约翰·洛瑞 (John Lowry) 将此称为线下行动。

John Lowry, the teacher who teaches Business Made Simple’s Negotiation Made Simple course, calls this going below the line.

在谈判时，问问自己还有哪些其他因素在起作用。卖家是否希望将汽车交给喜欢它并像她那样照顾它的人？如果您是会好好保养那辆车的买家，请务必说明您将如何延续这一传统。如果买家知道这是猫王死前吃的同一罐花生酱，他们会愿意多付钱吗？如果您正在与疯狂的猫王粉丝交谈，那将是一个重要的“线下”事实！

As you negotiate, ask yourself what other factors could be in play. Does the seller want the car to go to somebody who will love it and take care of it the way she did? If you’re the buyer who will take good care of that car, make sure to spell out how you’re going to continue the tradition. Would the buyer be willing to pay more if they knew this was the same jar of peanut butter Elvis ate from just before he died? If you’re talking to a crazy Elvis fan, that would be an important “below the line” fact to bring up!

有一次，在谈判一项大型商业交易时，我同意帮助一位知名演讲者在我的一次活动中发言，从而创造了双赢的局面，我同意帮助他们精心设计他们的演讲，以便以后可以变成了一本书。演讲者来是因为我给了他们那么多钱吗？不，他们来是因为我能够帮助他们思考他们的材料和未来的手稿。

Once, while negotiating a large business deal, I was able to create a win/win scenario by getting a well-known speaker to speak at one of my events by agreeing to help them craft their talk in such a way that it could later be turned into a book. Did the speaker come because I paid them so much? No, they came because I was able to help them think through their material and future manuscript.

约翰洛瑞是对的。在线下几乎总是会发生一些事情。一个好的谈判者会明白谈判不仅仅是数字；这是关于在交易结束时让某人满意。这包括情感上的满足。

John Lowry is right. There is almost always something happening below the line. A good negotiator is going to understand that a negotiation is about more than just numbers; it’s about bringing somebody satisfaction at the end of the deal. And that includes emotional satisfaction.

你是否养成了在谈判中寻找底线的习惯？

Do you make a habit of looking for what’s below the line in your negotiations?

第四十九天

DAY FORTY-NINE

如何谈判——提出初始报价

How to Negotiate—Make the Initial Offer

一个好的谈判者会以最初的提议来锚定谈判。

A good negotiator anchors the negotiation with the initial offer.

谈判学者经常不同意你是否应该提出开盘价。不开价的逻辑是这样的：如果你等对方先开口，你就会知道他们想要什么，并找到完成交易所需的线索。

Negotiation scholars often disagree about whether or not you should make the opening offer. The logic for not making the opening offer goes like this: If you wait for the other side to speak first, you’ll learn what they want and find clues about what it will take to close the deal.

这是有道理的，因为你通常不知道对方正在考虑的范围。然而，让对方提出开价，你会失去一些我认为更有价值的东西。你失去了锚定谈判的能力。

That makes sense because you often won’t know the range the other side is considering. And yet by letting the other side make the opening offer, you lose something I think is more valuable. You lose the ability to anchor the negotiation.

锚定谈判意味着你已经在桌面上放置了一个数字，你希望其余的否定被吸引过来。

Anchoring the negotiation means that you’ve placed a number on the table that you want the rest of the negation to gravitate around.

例如，如果你要买一辆新车，经销商会在窗口上放一个数字，这个数字几乎总是以高引力来锚定价格。如果他们要 35,000 美元买这辆车，而您将价格协商到 34,000 美元，您会觉得自己比要价低 1,000 美元。但是，如果开价（汽车上的贴纸）超过 5,000 美元怎么办？经销商愿意接受什么？这意味着他们实际上比出售它的价格高出 4,000 美元。

For instance, if you’re buying a new car, the dealership puts a number on the window that almost always anchors the price with a high gravitational pull. If they want $35,000 for the car, and you negotiate the price down to $34,000, you feel like you got a deal at $1,000 off the asking price. But what if the opening offer (the sticker on the car) was set $5,000 over what the dealership was willing to accept? That means they actually got $4,000 over the price they’d have sold it for.

当你能够提出开场白时，从那时起，你就为接下来的谈话设置了引力锚。这是一个战略优势。

When you are able to make the opening offer, you, from that point on, set the gravitational anchor for the rest of the conversation. This is a strategic advantage.

不过，假设您无法设置开盘价。例如，房地产和汽车在您开始谈判之前就已经确定了开盘价。如果是这种情况，您可以通过还价设置引力来调整谈判的引力。还价不如开价那么强烈，但它仍然有帮助。

Let’s say, though, you weren’t able to set the opening offer. Real estate and automobiles, for example, have the opening offer set before you even start negotiating. If this is the case, you can adjust the gravity of the negotiation a bit more your way by setting the gravitational pull with a counteroffer. A counteroffer isn’t as strong as the opening offer, but it’s still helpful.

有时，以您的方式调整谈判重要性的信息会重置对话。一位在汽车行业工作的朋友最近在一家豪华汽车经销店坐下来购买一辆新车。我的朋友出售了许多汽车经销商用来跟踪库存的软件。销售人员报出的价格为 90,000 美元。然后我的朋友拿出一份关于汽车的报告打印件，说明经销商如何以 60,000 美元购买这辆车，他认为 70,000 美元是一个合理的价格，让经销商赚取 10,000 美元的利润。这条信息重新调整了谈判的重要性，对我的朋友有利。他能够以 72,000 美元的价格购买价值 90,000 美元的汽车。

Sometimes, having information that adjusts the gravity of the negotiation your way resets the conversation. A friend who worked in the car business recently sat down at a luxury car dealership to buy a new car. My friend sold the software that many car dealerships use to track their inventory. The salesman stated the price at $90,000. My friend then pulled out a printout of a report on the car stating how the dealership had bought the car for $60,000 and he felt $70,000 would be a fair price, allowing the dealership to make a $10,000 profit. That bit of information reset the gravity of the negotiation in my friend’s favor. He was able to buy the $90,000 car for $72,000.

无论您是否提出开盘报价，通过将各种报价视为影响引力的数字，您可以将交易更多地转向您满意的解决方案。

Regardless of whether you make the opening offer or not, by thinking of various offers as numbers that affect the gravitational pull, you can sway the deal more toward a resolution you are comfortable with.

第五十天

DAY FIFTY

如何谈判——不要情绪化

How to Negotiate—Don’t Get Emotionally Hooked

一个好的谈判者会分散他们的兴趣，以避免被情绪上钩。

A good negotiator diversifies their interests to avoid being emotionally hooked.

正如我在之前的一篇文章中提到的，在谈判方面，我们并不是完全理性的人。出于这个原因，当我们为我们想要的东西进行谈判时，我们应该确保我们不会被情绪所控制，从而做出错误的决定。

As I mentioned in an earlier entry, we aren’t exactly rational human beings when it comes to negotiation. For this reason, when we are negotiating for something we want, we should make sure we aren’t overtaken by our emotions so that we make a bad decision.

我们都在谈判中发现自己想要的东西我们正在谈判的东西太多了。无论是房子、汽车、新团队成员，甚至是一段感情，谈判中的力量突然转向另一方。我们想要任何东西，我们将不惜一切代价牺牲。

We’ve all been in negotiations where we find ourselves wanting whatever it is we are negotiating for a little too much. Whether it’s a house, a car, a new team member, or even a relationship, the power in the negotiation suddenly shifts toward the other side. We want whatever it is and we will sacrifice whatever it takes.

这不是谈判的好地方。

This is a bad place to be in a negotiation.

但是，当我们情绪激动时，我们该怎么办？

But what do we do when we are overcome with emotion?

一个好的策略是找到另一种选择并分割我们的利益，这样我们就不会那么容易被冲昏头脑。

One good tactic is to find another alternative and split our interests so that we aren’t so easily carried away.

例如，几年前，我和我的妻子开始谈判购买邻居的房子。我们的计划是买下他的房子，拆了盖新房，用我们现在的家做招待所。我们每年接待 200 多名过夜客人，因此我们需要空间。

For instance, years ago my wife and I began negotiating to buy our neighbor’s house. Our plan was to buy his house, tear it down and build a new house, and use our current home as a guest house. We entertain more than two hundred overnight guests each year and so we needed the space.

事实上，我们的邻居要价太高了。他的评估基于城镇中更受欢迎地区的可比较房产。尽管如此，我还是发现自己在后院里走来走去，想象着我们梦想中的家就在我邻居的房子所在的地方。我所能做的就是不去给他钱。

The truth is, the price our neighbor was asking was too high. He was basing his evaluation on comparable properties that were in a much more sought-after part of town. Still, I found myself walking around the backyard imagining our dream home right there where my neighbor’s house stood. It was all I could do not to just go offer him the money.

不过，相反，我想起了约翰·洛瑞 (John Lowry) 在他的课程中教给我的内容。当你在情感上上钩时，分散你的兴趣并开始寻找替代方案。

Instead, though, I remembered what John Lowry taught me in his course. When you are emotionally hooked, split your interest and begin to look for alternatives.

当我们觉得我们谈判的对象是同类中唯一的对象时，我们就会陷入稀缺心态并失去情感影响力。

When we feel like whatever it is we are negotiating for is the only one of its kind, we enter into a scarcity mindset and lose emotional leverage.

我没有向邻居出价，而是打电话给我的房地产经纪人，请他出低价买下这条街上 15 英亩的土地。我几年前就找到了这处房产，但它超出了我们的预算，所以我从未询问过它。

Instead of making an offer to my neighbor, I called my real estate agent and asked him to make a low offer on fifteen acres down the street. I’d found the property years before but it was way over our budget and so I never inquired about it.

我的房地产经纪人不情愿地对另一处房产出价（我说不情愿是因为报价太低了，我的经纪人认为这甚至可能是侮辱性的），令我们惊讶的是，买家想谈谈。几个月后，我和妻子以要价的三分之二买下了这 15 英亩土地。我们简直不敢相信。

My real estate agent reluctantly made an offer on the other piece of property (I say reluctantly because the offer was so low my agent thought it might even be insulting) and, to all our surprise, the buyer wanted to talk. A few months later, my wife and I closed on the fifteen acres at two-thirds the asking price. We couldn’t believe it.

有趣的是，当你认为没有比这更好的东西时，你怎么会如此迫切地想要一些东西，但一旦你分散了你的兴趣，你就会获得影响力，同时也意识到稀缺心态可能会让你付出代价。

It’s funny how you can want something so badly when you think there’s nothing better out there, but the second you split your interest, you gain leveraging power and also realize a scarcity mindset could cost you.

这里的策略是当心不要太想要某样东西。想要太多的东西会让你上钩，一旦上钩，你可能会开始做出错误的决定。那里有很多美妙的选择。在开始谈判之前，请确保您知道它们是什么。

The strategy here is to beware of wanting something so much. Wanting something too much hooks you, and once you’re hooked, you’ll likely start making bad decisions. There is a world of wonderful options out there. Make sure you know what they are before you start negotiating.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第十章

CHAPTER TEN

管理变得简单

MANAGEMENT MADE SIMPLE

介绍

INTRODUCTION

到目前为止，在本书中，我们已经涵盖了价值驱动专业人士的八个特征：如何围绕使命团结团队、个人生产力、企业如何真正运作、消息传递、市场营销、沟通、销售和谈判。毫无疑问，我们是比刚开始时更有价值的专业人士。但是，让我们通过谈论我们大多数人每天必须做的事情来增加更多价值：管理人员。

So far in this book, we’ve covered eight characteristics of a value-driven professional: how to unite a team around a mission, personal productivity, how a business really works, messaging, marketing, communication, sales, and negotiation. We are without question a much more valuable professional than we were when we started. But let’s add even more value by talking about something most of us have to do every day: manage people.

管理就是帮助其他人获胜，这样整个团队才能获胜。不受欢迎的经理是那些没有明确定义获胜意味着什么的经理，或者不清楚每个团队成员在帮助整个团队获胜时可以亲身体验的胜利。

Management is all about helping other people win so the overall team can win. Managers who are not liked are managers who do not have a clear definition of what it means to win or don’t have a clear idea of the wins each individual team member can experience personally while they are helping the overall team win.

简而言之，我们信任专业领导者有两个原因：

In short, we trust professional leaders for two reasons:

1.他们知道自己在做什么，可以帮助球队获胜。

1.They know what they are doing and can help the team win.

2.他们关心团队中的每个人。

2.They care about each individual on the team.

一位优秀的经理能够分析团队的技能和才能，并围绕该团队设计制胜计划。

A good manager is able to analyze the skills and talent on their team and design a winning plan around that team.

在本书的下一节中，我将讨论创建和运行执行程序。但事实是，我认为管理和执行是同一事物的两个方面。然而，管理就是创造性地让合适的人从事合适的任务。管理创建系统，执行管理这些系统。

In the next section of the book, I’m going to talk about creating and running an execution program. The truth is, though, I see management and execution as two sides of the same coin. Management, however, is about creatively putting the right people to work on the right assignments. Management creates systems, and execution manages those systems.

一个好的经理会构想一个系统或流程，然后直接管理它的执行，直到结果非常好。

A good manager will both dream up a system or process and then manage its execution straight through until the results are excellent.

经理无处不在，即使他们不被称为经理。每个可以自由改进工作的团队成员实际上都是经理。他们是管理者，因为他们必须确定什么是重要的，并创建流程以更好更快地完成重要的事情。

Managers are everywhere, even if they aren’t called managers. Every team member that is given the freedom to improve upon their job is actually a manager. They are a manager because they must identify what is important and create processes that get the important things done better and faster.

即使您在自己的公司中独自工作，您也是经理。你必须更聪明、更快、更好地完成工作，这样你才能创造有形的价值并获得最大的成功机会。

Even if you work by yourself in your own company, you are a manager. You must do your work smarter, faster, and better so that you create tangible value and have the highest chance of success.

当然，我们必须始终记住，当我们进行管理时，我们不仅仅是在管理系统，我们还在管理这些系统中的人。

Of course, we must always remember that when we manage we aren’t just managing systems, we are managing people within those systems.

在接下来的五天里，我将向您介绍 Management Made Simple 框架，该框架将帮助任何人（从新手经理到经验丰富的专业人士）提高他们的管理技能。

In the next five days, I’ll introduce you to the Management Made Simple framework that will help anybody from a first-time manager to a seasoned professional improve their management skills.

Management Made Simple 框架是一种独特的管理方式，超越了人们的软技能管理并进入构建高绩效团队所需的领域。

The Management Made Simple framework is a unique take on management, reaching beyond the soft skills of people management and into the arena of what it takes to build a high-performing team.

Management Made Simple 框架背后的目标是给每个团队成员一个他们喜欢的经理，给每一个损益表一个标志着胜利的底线。

The objective behind the Management Made Simple framework is to give every team member a manager they love, and every profit and loss statement a bottom line that signals victory.

第五十一天

DAY FIFTY-ONE

如何管理人员——确定明确的优先事项

How to Manage People—Establish Clear Priorities

一位出色的经理会确定明确的优先事项。

A great manager establishes clear priorities.

经理的首要工作是清楚地了解他们部门的优先事项。为此，我确保我公司每个部门的每位经理都知道他们负责生产什么。无论是关闭的销售合同、销售线索、完成的课程还是订阅续订，每家公司的每个部门的存在都是为了增加利润。每个部门的优先事项都应该是该部门负责制作的任何内容的基石。通过决定你的优先事项是什么，你正在为你自己和你团队的每个成员定义一个重点。

The number one job of a manager is to have a crystal clear understanding about their division’s priorities. To do this, I make sure every manager of every division of my company knows what they are responsible to produce. Whether it’s closed sales contracts, leads, finished pieces of curriculum, or subscription renewals, each division of every company exists to add something to the bottom line. Each division’s priorities should be a building block for whatever it is that division is responsible to make. By deciding what your priorities are, you are defining for yourself and every member of your team a focus.

这听起来简单而微不足道，但与我交谈的一半经理都不知道他们的部门应该生产什么。即使他们确定，当我与他们团队的个别成员交谈时，我也会得到不同的答案。

This sounds simple and trivial, but half the managers I talk to do not know what their department is supposed to produce. And even if they are certain, when I talk to individual members of their team, I get different answers.

没有人能读懂他们经理的想法。经理几乎每天都必须告诉团队他们的重点应该是什么。

Nobody can read their manager’s mind. The manager must tell the team, nearly every day, what their focus should be.

经理们在定义他们的部门生产什么时犯的另一个错误是他们含糊不清。如果他们经营一个客户服务团队，经理可能会说“我们生产客户满意度”之类的话，听起来不错，但是很难测量，更难知道如何直接生产。

Another mistake managers make in defining what their division produces is that they are vague. If they run a customer service team, the manager may say something like, “We produce customer satisfaction,” which sounds nice, but is difficult to measure and even more difficult to know how to directly produce.

制造微笑和快乐的人是绝妙的营销文案，但优秀的经理更实际。

Producing smiles and happy people is terrific marketing copy, but a good manager is more practical.

例如，客户服务部门的经理应该着眼于制作一些有形的东西，比如在收到客户服务单后 30 分钟内 100% 完成。如果知道在 30 分钟或更短的时间内响应他们的请求会显着提高客户满意度，那么团队就会知道如何通过各部分的总和来生产整体。

For instance, a manager of a customer service division should aim to produce something tangible, like 100 percent completed customer service tickets within thirty minutes of receiving them. If knowing that having their requests responded to in thirty minutes or less dramatically increases customer satisfaction, the team then knows how to produce the whole through the sum of its parts.

我知道这听起来像语义，但语义很重要。作为管理者，我们必须清楚地定义我们的部门（或公司）生产什么。

I know this sounds like semantics, but the semantics are important. As managers, we must clearly define what it is our division (or company) produces.

在决定您的部门（或您的公司）生产什么产品时，无论您选择什么，都必须具备以下三个特征：

When deciding what your division (or your company) produces, it is important that whatever you choose has three characteristics:

1.它必须是可衡量的。

1.It must be measurable.

2.它必须有利可图。

2.It must be profitable.

3.它必须是可扩展的。

3.It must be scalable.

它必须是可衡量的

It Must Be Measurable

你知道你生产什么吗？你能测量它吗？

Do you know what you produce and can you measure it?

如果我们经营一家餐馆，我们想衡量一些事情，比如我们做饭的时间和把食物送到餐桌上所花费的时间，因为如果我们不这样做，我们很可能会有冷食送到餐桌，这会导致食客不高兴、不满意。

If we are running a restaurant, we want to measure something like the time we cook the food and the amount of time it takes to get that food to a table because, if we do not, we are likely to have cold food being delivered to tables, which will result in unhappy, dissatisfied diners.

如果我正在面试一位潜在的经理，他们告诉我他们的第一步是分解为公司的底线产生某些东西的流程部分，然后开始衡量这些部分以使团队负责为了实现这些目标，他们将脱颖而出，成为一名知道自己在做什么的经理。同样，大多数管理者认为他们的工作是管理人员，他们没有考虑流程，但是当他们被赋予明确的流程和优先级时，人们就会茁壮成长。

If I were interviewing a potential manager and they told me their first step would be to break down the parts of the process that produce something for the company’s bottom line, then begin to measure those parts to keep the team accountable to accomplish them, they would stand out as a manager who knows what they are doing. Again, most managers think their job is to manage people and they give no thought to a process, but people thrive when they are given clear processes and priorities.

它必须有利可图

It Must Be Profitable

每个部门生产什么，都必须与组织的底线直接相关。

Whatever each department produces, it must be directly associated with the bottom line of the organization.

我的活动部门制作活动是不够的。他们必须产生有利可图的事件。如果我的活动总监认为他们的工作只是简单地制作活动，那么他们可能会制作 50 个无利可图的活动并让公司倒闭。

It is not enough that my events department produces events. They must produce profitable events. If my events director thinks their job is to simply produce events, they may produce fifty events that are unprofitable and sink the company.

这很重要，因为有很多经理会这样做。他们会将自己的工作视为老板指示给他们的一系列任务，并认为他们必须简单地执行这些任务。这不是经理。这是一个低级工人。管理人员必须始终了解他们的生产如何影响收入和利润。

This is important because there are many managers who will do exactly that. They will see their job as a series of tasks that had been dictated to them by their boss and feel they must simply execute those tasks. This is not a manager. This is a low-level worker. Managers must always be aware of how their production affects revenue and profit.

如果一名经理为不考虑收入和利润的老板工作，而经理却这样做，那么该经理将很快接替老板的工作。

If a manager works for a boss who does not think about revenue and profit, yet the manager does, that manger will take their boss’s job in short order.

公司的底线是底线。如果公司不盈利，公司就会倒闭，每个人都会失业。CEO 和公司总裁知道这一点，并与了解这种动态压力的经理们产生了共鸣。

The bottom line of a company is the bottom line. If the company is not profitable, the company will go under and everybody will lose their jobs. CEOs and company presidents know this and feel a kindred spirit with managers who understand the pressure of this dynamic.

它必须是可扩展的

It Must Be Scalable

最后，无论你生产什么，都必须是可扩展的。这对于不想扩大规模的企业来说并非如此，但对于我们大多数人来说，这是至关重要的。如果经理创建流程来创建产品，而这些流程不能有利可图地扩展，那么组织就会受到限制。

Lastly, whatever it is you produce must be scalable. This is not true for businesses that don’t desire to scale, but for most of us, it’s critical. If a manager creates processes to create product and those processes do not profitably scale, the organization is capped.

是否可以雇佣更多的人来创造更多你有义务生产的东西？您设计的流程是否依赖于您或其他员工的个性或技能来共同交付？您是否明确定义了必须执行的流程，以便其他人可以加入团队并完成这些流程以提高产量？

Could more people be hired to create more of whatever it is that you’re obligated to produce? Is the process you’ve designed dependent on you or other employees’ personalities or skill sets to deliver en masse? Have you so clearly defined the processes that must be performed that somebody else could join the team and accomplish those processes to increase production?

以价值为导向的专业人士知道如何通过确定部门生产的特定产品来管理部门。因此，无论他们决定生产什么，其标准都必须是可衡量的、有利可图的和可扩展的。

A value-driven professional knows how to manage a division by determining something specific their division produces. The criteria for whatever it is they decide to produce, then, must be measurable, profitable, and scalable.

在我看来，了解生产什么并确保它是可衡量的、有利可图的和可扩展的是经理工作的重要组成部分。

It is my view that knowing what to produce and making sure it is measurable, profitable, and scalable is a significant percentage of a manager’s job.

可悲的是，很少有经理人知道这是他们工作的一部分。大多数新上任的经理每周都会与他们的直接下属开会，并简单地问“我们做得怎么样？”这个问题。虽然这似乎是一个深思熟虑的问题，但它毫无帮助。这位经理的直接下属不知道他们应该生产什么以及他们应该关注什么，也没有办法衡量他们的绩效。

Sadly, very few managers even know this is part of their job. Most first-time managers establish weekly meetings with their direct reports and simply ask the question “how are we doing?” While this may seem like a thoughtful question, it is anything but helpful. This manager’s direct report has no idea what they are supposed to produce and what they are supposed to focus on, and has no way to measure their performance.

一个只想与人打交道的经理更感兴趣的是被人喜欢，而不是被尊重和信任。虽然这对经理的幸福感有好处，但对他们的团队成员和组织的底线来说却很糟糕。

A manager who just wants to check in with people is more interested in being liked than being respected and trusted. While that is great for the manager’s sense of well-being, it’s terrible for their team members and the bottom line of the organization.

人类希望成为一个大故事的一部分，一个关于构建有价值的东西的故事。人类喜欢衡量他们的进步，并在一年结束时看到他们建造的东西比他们开始时更大。

Human beings want to be part of a big story, a story about building something worthwhile. And human beings like to measure their progress and see, at the end of a year, that the thing they built is bigger than it was when they started.

经理应该想要的不仅仅是被人喜欢。他们应该想要创建一个团队，其中每个成员基于可衡量的绩效，感觉有价值和重要。

A manager should want something more than to be liked. They should want to create a team in which every member feels valuable and important based on a performance that is measurable.

通过明确定义我们的部门应该生产什么，然后让我们的团队负责完成影响该生产的可重复的特定任务，让我们既受到喜爱又受到尊重。

Let’s be both liked and respected by clearly defining what it is our division is supposed to produce and then keeping our team accountable to accomplish repeatable, specific tasks that affect that production.

一位优秀的经理会问“我们怎样才能做得更好？” 根据经理和直接下属负责生成的数字。

A good manager asks “how can we do better?” based on the numbers both the manager and direct report are responsible for producing.

定义每个部门生产的产品可以明确目的和期望。明确会导致对定义这些期望的经理的信任和尊重。

Defining what each division produces leads to a clarity of purpose and expectations. Clarity leads to trust and respect for the manager who defined those expectations.

第五十二天

DAY FIFTY-TWO

如何管理人员——确定关键绩效指标

How to Manage People—Identify Key Performance Indicators

确定您将衡量的关键绩效指标。

Identify the key performance indicators you will measure.

优秀经理所做的第二件事是识别和衡量关键绩效指标。

The second thing a good manager does is identify and measure key performance indicators.

一个好的经理喜欢衡量事物。他们像爱人一样爱数字，因为数字告诉他们如何挑战他们的团队，如何发展他们的团队，以及何时庆祝他们团队的各种胜利。为你工作的团队总是想知道他们做得如何，除非你能够衡量关键绩效指标的进展，否则你将无法告诉他们。

A good manager loves to measure things. They love numbers as much as they love people because numbers tell them how to challenge their team, how to grow their team, and when to celebrate their team’s various victories. The team that works for you is always wondering how they are doing, and unless you are able to measure progress around key performance indicators, you won’t be able to tell them.

一旦我们定义了我们部门生产的产品，我们就必须衡量导致该产品生产的因素。

Once we define what our department produces, we must measure the factors that lead to the production of that output.

通过决定衡量什么，我们告诉自己和我们团队的成员哪些具体的日常任务是重要的。最后，了解团队成员负责哪些具体的、可重复的任务会增加清晰度——记住，来自经理的清晰度会带来信任和尊重。

By deciding what to measure, we tell ourselves and the members of our teams what specific routine tasks are important. In the end, knowing what specific, repeatable tasks a team member is responsible for adds to clarity—and remember, clarity from a manager leads to trust and respect.

一旦你定义了你的部门生产什么，你就会想要找出导致该生产的主要指标。领先指标是导致成功的行动，而滞后指标是衡量成功的指标。

Once you define what it is your department produces, you’ll want to figure out the lead indicators that are causing that production. Lead indicators are the actions that lead to success while lag indicators are the measurements of that success.

例如，一月份的一千销量是一个滞后指标。这些销售已经发生，我们无法做任何事情来增加它们。这个月完成了。

For instance, one thousand sales in the month of January is a lag indicator. Those sales have already happened and there’s nothing we can do to increase them. The month is done.

然而，确保我们的每位销售代表每天拨打 15 个电话是导致滞后指标。这就是为什么优秀的管理者实际上对领先指标和滞后指标一样着迷：因为领先指标会导致滞后指标。

Making sure each of our sales representatives makes fifteen calls per day, however, is a lead indicator that causes the lag indicator. That’s why good managers are actually as obsessed with lead indicators as they are with lag indicators: because lead indicators cause lag indicators.

如果我刚刚获得销售总监的职位，我的首要任务就是找出导致销售发生的原因。可能会调用这些指标，这必然意味着获得领先优势。我还可能发现，当我们触发自动电子邮件活动作为对主要销售电话的回应时，销售额会上升。然后当我们发送正式提案时，它们会进一步上升。那么，我要测量什么？潜在客户、初始电话、电子邮件活动启动和已发送的正式提案。

If I had just been given the job of sales director, my first priority would be to figure out what causes sales to happen. Likely, those indicators would be calls made, which by necessity means leads attained. I’d also likely find that when we trigger an automated email campaign as a response to a primary sales call, sales go up. And then they go up even further when we send a formal proposal. So, what will I want to measure? Leads, initial calls, email campaign launches, and formal proposals sent.

我可能还会发现，当涉及到我们的顶级交易时，呼吁支持该提案的 CEO 关闭了 70% 以上的业务。因此，在 CEO 的批准下，我也将把它添加为一个领先指标。

I may also find that when it comes to our top-tier deals, the CEO calling to back up the proposal closes 70 percent more business. So, with the CEO’s approval, I’m going to add that as a lead indicator too.

一个好的经理知道如何看待其部分的过程并衡量整体装配中每个部分的生产。

A good manager knows how to see the process for its parts and measure the production of each part in the assembly of the whole.

然而，衡量积极的指标并不是唯一的优先事项。一个好的管理者也会管理潜在的问题。他们想知道他们的装配线何时最有可能发生故障，并测量各种机器上使用的时间以触发维护呼叫以防止停机。

Measuring positive indicators, though, is not the only priority. A good manager will also manage potential problems. They will want to know when it is most likely that their assembly line will break down and measure hours used on various machines to trigger maintenance calls that prevent stoppage.

如果我们不衡量增加产量的具体指标，我们就会让我们的员工和我们的部门的注意力完全靠运气。机会很少产生任何好东西。

If we do not measure the specific indicators that increase production, we leave the focus of our people and our division up to chance. And chance rarely produces anything good.

一个好的经理就像教练一样。他们向自己的团队解释游戏规则，并就如何表现得更好并赢得比赛给予具体指导。

A good manager acts like a coach. They explain the rules of the game to their team and give them specific instructions about how to perform better and win the game.

仅仅为球队加油的经理不是教练；他们是啦啦队长。教练设计比赛，给出具体指示，并与他们的团队合作制定通向胜利的策略。

A manager who simply cheers their team on is not a coach; they are a cheerleader. Coaches design plays, give specific instructions, and collaborate with their team to create strategies that lead to victory.

要确定将什么归类为关键绩效指标，您需要对您应该生产的产品的组件进行逆向工程。

To determine what to classify as a key performance indicator, you’ll want to reverse engineer the components of the products you are supposed to produce.

例如，如果特定部门的工作是制作销售产品的社交媒体宣传品，则关键绩效指标可能是：

If a specific division’s job is to produce social media collateral that sells product, for example, the key performance indicators might be:

1.五个具体且有用的 Instagram、Facebook 和 Twitter 帖子突出了产品的优势

1.Five specific and helpful Instagram, Facebook, and Twitter posts highlighting benefits of the product

2.关于产品变革能力的三个客户评价

2.Three customer testimonials about the transformational power of the product

3.每月两次直接报价，包括到期奖金

3.Two direct offers per month including an expiring bonus

当然，这些特定的组件会导致订单。如果这些关键绩效指标一周又一周地达到，公司的底线将受到积极影响。

These specific components, of course, lead to orders. If these key performance indicators are met week after week, the bottom line of the company will be positively affected.

最后一点。每个先导指标都应与标准进行比较。一个标准数字将帮助您了解您是否达到或未能达到每日、每周或每月的目标。如果我们本周应该打一百个销售电话，但只完成了七十五个，我们就应该分析机器，看看需要调整什么。也许我们的期望太高了？或者，也许我们的表现太差了？这些是一位优秀的经理所关心的问题。

One last note. Each lead indicator should be compared to a standard. A standard number will help you know whether you have met or failed to meet your daily, weekly, or monthly goal. If we were supposed to make a hundred sales calls this week but only completed seventy-five, we should analyze the machine to see what needs to be adjusted. Perhaps our expectations were too high? Or, perhaps, our performance was too low? These are the questions a good manager obsesses over.

弄清楚您的关键绩效指标实际上是关于充分了解机器的工作原理以衡量其效率和产量。

Figuring out your key performance indicators is really about fully understanding how a machine works in order to measure its efficiency and output.

没有测量，你会猜测。如果你猜对了，就会有人真正知道要衡量什么，他们会接手你的工作。

Without measurements, you will be guessing. If you guess, somebody will come along who actually knows what to measure and they will take your job.

不要让这种情况发生。

Don’t let that happen.

弄清楚要衡量什么，并着迷于提高你或你的部门生产的任何产品的数量和质量。

Figure out what to measure and become obsessed with increasing the quantity and quality of whatever it is that you or your division produces.

有些人会将这种管理理念视为类似于将人变成机器中的齿轮。但事实并非如此。我们真正在做的是创造一个游戏和一个记分牌，这样每个人都能理解规则并享受游戏。

Some people will see this idea of management as akin to turning human beings into cogs in a machine. But this is hardly the case. What we are really doing is creating a game and a scoreboard so that everybody can understand the rules and enjoy the game.

一个好的经理知道如何从他们的工作中创造一个游戏，并且进一步知道如何引导他们的团队成员取得胜利。

A good manager knows how to create a game out of their work and further knows how to guide their team members to victory.

第五十三天

DAY FIFTY-THREE

如何管理人员——创建简化的流程

How to Manage People—Create Streamlined Processes

创建提高活动产出比的流程。

Create processes that increase the activity-to-output ratio.

既然我们知道我们应该生产什么，并且正在测量导致生产的领先指标，那么是时候提高我们负责管理的机器的效率了。

Now that we know what we are supposed to produce and are measuring lead indicators that cause that production, it’s time to increase the efficiency of the machine we are responsible for managing.

价值驱动的专业人员与普通团队成员之间的区别在于，价值驱动的专业人员会创造性地思考如何提高机器的性能。

The difference between a value-driven professional and an average team member is that the value-driven professional is going to think creatively about improving the performance of the machine.

一个以价值为导向的专业人士可以创造机器，测量它的输出，然后调整引擎以获得越来越高的效率和生产力。

A value-driven professional can create the machine, measure its output, and then tune the engine for higher and higher efficiency and productivity.

但是，您如何使您所在部门的机器更有效率呢？简单地问这个问题：我们怎样才能让它变得更好？

But how do you make the machine that is your department more efficient? Simply ask the question: How could we make this better?

与您共事的大多数专业人士都很聪明且有才华，所以不要凭空改进您的流程。召开一系列会议，您和您的团队在会上分析您的流程并回答以下问题：我们如何才能让事情变得更好？有洞察力的可能是您的团队，而不是您。此外，当您将您的团队包括在内时，您会因为改进的做事方式而获得更多支持。

Most of the professionals you work with are smart and talented, so don’t improve your processes in a vacuum. Hold a series of meetings in which you and your team analyze your processes and answer the question: How can we make things better? It will likely be your team, not you, who have the insight. In addition, when you include your team, you will get more buy-in for the improved way you will be doing things.

使机器更有效率是伟大经理的标志。罗伊·克罗克 (Roy Kroc) 在收购麦当劳后，用粉笔画出了他的餐厅，确保每个团队成员都知道在特定站点运营以销售更多汉堡包时的特定任务。

Making the machine more efficient is the hallmark of a great manager. Roy Kroc, upon buying McDonald’s, drew out his restaurants in chalk, making sure each team member knew specific tasks while operating in a specific station to sell more hamburgers.

虽然我们大多数人不经营快餐店，但如果我们分析我们的流程并创建提高活动产出比的系统，我们都会赚更多的钱。效率低下会损失很多钱，知道并解决这个问题的经理将承担更多责任。

While most of us don’t run fast-food restaurants, we all would make more money if we analyzed our processes and created systems that increase the activity-to-output ratio. Much money is lost in inefficiencies, and managers who know this and fix this are given more responsibility.

同样，提高机器效率就是提高活动产出比。我们要不断地问自己如何才能从我们的活动中获得更多产出。这个问题的答案可能涉及在您的商店中移动设备，这样人员和零件就不必旅行到目前为止。这可能意味着完成某些任务或削减微弱的收入流以节省带宽以用于更有利可图的活动。

Again, making the machine more efficient is about improving the activity-to-output ratio. We want to constantly ask ourselves how we can get more output out of our activity. The answer to this question might involve moving the equipment around in your shop so that people and parts don’t have to travel so far. It might mean jobbing out certain tasks or cutting a weak revenue stream to save bandwidth for more profitable activity.

潜在的问题是：我们如何才能在不降低质量或增加活动的情况下生产更多我们生产的产品？

The underlying question is: How can we produce more of what we produce without losing quality or increasing activity?

为了提高你们部门的产量和效率，你想问的另一个问题是：我们部门的限制因素是什么，我们如何才能减少这个限制？

Another question you want to ask in order to improve the output and efficiency of your division is: What is the limiting factor in our division, and how can we decrease that limitation?

您是否花了太多时间与不合格的客户通电话？是否有一台机器每个人都必须等待并且购买第二台机器有意义？某个特定团队成员是否没有达到特定标准？是什么导致您负责运行的机器效率低下？

Are you spending too much time on the phone with unqualified clients? Is there a machine that everybody has to wait for and it makes sense to buy a second machine? Is a specific team member not performing to a certain standard? What is causing inefficiency in the machine you are responsible for running?

一个好的经理每天都会问这些问题，然后做出必要的改变以提高活动产出比。

A good manager will ask these questions every day and then make the changes necessary to increase the activity-to-output ratio.

第五十四天

DAY FIFTY-FOUR

如何管理人员——提供有价值的反馈

How to Manage People—Give Valuable Feedback

尽早并经常提供有价值的反馈。

Give valuable feedback early and often.

我们正在创建和改进的流程是通过提供有价值的反馈来建立和维持的。有一次，在和我的首席运营官一起参加西雅图海鹰队的训练时，我谈到了球队如何高效地完成训练。他们实际上只用了四十五分钟就完成了为即将到来的比赛准备的每场比赛。队员们响应几声哨声进出场地。关于练习的一切都变成了被记住的过程，并且像瑞士手表一样精确运行。

The processes we are creating and improving upon are built and sustained by giving valuable feedback. Once, while attending a Seattle Seahawks practice with my COO, I remarked at how efficiently the team went through their drills. They literally ran through every play they’d run for the coming game in only forty-five minutes. The team members entered and exited the field responding to a few whistles. Everything about the practice had been turned into processes that had been memorized, and like a Swiss watch they were run with precision.

然而，真正让练习奏效的是最后发生的事情。卡罗尔教练拉近了球队的距离，并庆祝了那次训练中的胜利。为什么？因为你永远不会把人变成机器。他们必须始终获得人际关系和人际肯定。

What really made the practice work, though, was what happened at the end. Coach Carroll brought the team close and celebrated the wins from that practice. Why? Because you will never turn a human being into a machine. They must always receive human connection and human affirmation.

人远比机器复杂和神奇。机器无法从一个微妙的世界中评估美、价值或意义。机器无法以情感相关或安慰的方式同情您或真正关心您的幸福。

People are infinitely more complex and miraculous than machines. Machines cannot assess beauty, value, or meaning from a nuanced world. Machines cannot empathize with you or actually care about your well-being in a way that is emotionally relevant or comforting.

一位优秀的经理知道，他们的员工是他们最宝贵的资产，在他们努力创造越来越好的机器的同时，他们会非常小心地对待制造这台机器的人。

A good manager knows, then, that their people are their most valuable asset, and while they work to create a better and better machine, they treat the people who build that machine with great care.

在专业环境中，对人的适当照顾包括让他们知道他们作为团队成员的表现如何。这涉及表扬和建设性反馈。

The proper care of people, in a professional setting, involves letting them know how they are doing as members of the team. And this involves praise and constructive feedback.

给予表扬时，请具体说明团队成员为赢得表扬所做的工作。当我们说“干得好”时，我们不应该假设团队成员知道他们实际上应该重复工作的哪一方面。诸如“在压力下保持冷静的方式”或“花额外的时间做正确的工作”之类的评论更为具体。

When giving praise, be specific about what the team member has done to earn that praise. When we say “good job,” we shouldn’t assume the team member knows which aspect of the job they should actually repeat. Comments like “Way to stay calm under pressure” or “Good job putting in the extra time to get that right” are more specific.

表扬我们的团队成员很容易。可悲的是，赞美只是管理人员工作的一半。提供建设性反馈是另一半。

Praising our team members is easy. Sadly, praise is only half the job of managing people. Offering constructive feedback is the other half.

许多新任经理根本不敢提供建设性的反馈。他们不介意表扬他们的团队成员，但涉及批评的谈话会让人感到沉重。因此，从该团队成员的角度来看，他们对个别团队成员的态度是这样的：

Many first-time managers fear giving constructive feedback at all. They don’t mind praising their team members, but conversations that involve criticism feel heavy. Because of this, the position they take toward individual team members, from that team member’s perspective, feels something like this:

“干得好，干得好，干得好，好吧，现在你被解雇了。”

“Great job, great job, great job, okay now you’re fired.”

作为一名经理，我们要小心谨慎，以这样一种方式安全地向各个团队成员提供关键反馈，使他们能够接受该反馈，新陈代谢他们所学的知识，并发展成为价值驱动的专业人士。

As a manager, we want to be careful that we are safely giving individual team members critical feedback in such a way they can accept that feedback, metabolize what they’ve learned, and evolve as value-driven professionals.

提供良好反馈的关键是始终、始终为您所指导的团队成员服务。感觉到空白判断的团队成员不会接受反馈。

The key to giving good feedback is to always, always be for the team member you are instructing. A team member that senses blank judgment is not going to be receptive to feedback.

我们都见过篮球和足球教练对他们的球员生气并直接批评他们，有时是在国家电视台上。然而，大多数球员仍然崇拜如此热情地纠正他们行为的教练。为什么？这是因为我们没有看到，教练已经非常清楚地表明他们是为了球员，他们希望球员在运动和生活中获胜。

We’ve all seen basketball and football coaches get angry at their players and directly criticize them, sometimes on national television. And yet, most players still adore the coach who so passionately corrected their behavior. Why? It’s because of what we didn’t see, the fact that that coach has made it extremely clear they are for the player and they want the player to win in sports and in life.

任何人都愿意接受（并渴望）来自对他们毫无疑问的经理的批评。

Any person will willingly take (and hunger for) criticism from a manager who is undoubtedly for them.

在提供批评性反馈时，请遵循以下一般规则：

When giving critical feedback, here are some general rules to follow:

1.尽快给反馈。

1.Give the feedback soon.

2.请团队成员探讨您身上发生的事情。

2.Ask the team member to explore what happened with you.

3.使用不同的方法（并与他们一起探索更好的方法）在团队成员的脑海中“重写”场景，以便团队成员知道下次如何做正确。

3.“Rewrite” the scenario in the team member’s mind using a different approach (and explore better approaches with them) so the team member knows how to do it right the next time.

4.提醒团队成员你是为了他们，并希望他们和团队取得成功。

4.Remind the team member that you are for them and want them and the team to succeed.

让团队成员知道他们失败了是不够的。团队成员需要知道他们失败了，然后得到具体的指示，让他们在未来取得成功。

It is not enough to let a team member know they have failed. A team member needs to know they have failed and then be given specific instructions allowing them to succeed in the future.

作为管理者，如果我们只是想用人，我们会在他们成功时表扬他们，如果他们经常失败，我们就会开除他们。但是，如果我们是为了人，我们就会赞美他们的成功，并教给他们实用的工具，帮助他们一次又一次地取得成功。如何？通过表扬和建设性的反馈。

As managers, if we just want to use people, we will praise them for their successes and then get rid of them if they fail too often. But if we are for people, we praise them for their successes and teach them practical tools that will help them succeed over and over. How? By offering praise and constructive feedback.

第五十五天

DAY FIFTY-FIVE

如何管理人——不仅仅是拉拉队长，还是教练

How to Manage People—Be More Than a Cheerleader, Be a Coach

一个好的经理是教练，而不仅仅是啦啦队长。

A good manager is a coach, not just a cheerleader.

教练和啦啦队长有一个共同点。他们都希望球队获胜。

A coach and a cheerleader have one thing in common. They both want the team to win.

这就是他们的共同点。

And that is all they have in common.

可悲的是，当大多数商业领袖聘请商业教练时，他们得到的不是教练，而是啦啦队长。

Sadly, when most business leaders hire a business coach, they don’t get a coach, they get a cheerleader.

教练将他们的业务知识传授给他们的团队成员，从而在不断发展的组织中复制自己。即使团队成员不想成为管理者，他们对管理者如何以及为何以他们做事的方式做事的理解也会产生一种理解和主人翁感。啦啦队为球队加油，而教练则指导球队取得胜利的过程。

Coaches transfer their business knowledge to their team members and thus duplicate themselves within a growing organization. Even if team members don’t want to become managers, their understanding of how and why the manager is doing things the way they are doing things creates a sense of understanding and ownership. Cheerleaders cheer teams on while coaches instruct the team about processes that lead to victory.

啦啦队长当然没有错，但是啦啦队长不足以带领团队（或个人）走向成功。

There is nothing wrong with a cheerleader, of course, but a cheerleader is not enough to lead a team (or an individual) to success.

教练和啦啦队长之间的区别在于，当啦啦队长为您加油时，教练会为您提供具体的指导和目标，帮助您取得成功，然后帮助您学习并在工作中运用这些框架。

The difference between a coach and a cheerleader is that while a cheerleader cheers you on, a coach gives you specific instructions and objectives that help you succeed, then helps you learn and employ those frameworks on the job.

幸运地拥有优秀商务教练的专业人士注定会成功。

Professionals who are lucky enough to have a good business coach are destined for success.

让我们确保我们的团队成员有一位教练。一个好的经理知道如何指导一个团队。

Let’s make sure our team members have a coach. A good manager knows how to coach a team.

以下是优秀商务教练的五个特征：

Here are the five characteristics of a good business coach:

1.他们希望团队中的每个成员都能在工作和职业生涯中取得成功。

1.They want each member of the team to succeed in their job and in their career.

2.他们对每个团队成员的技能和积极性进行诚实、客观的评估。

2.They have an honest, objective assessment of each team member’s skills and motivation.

3.他们向团队成员传授实用的框架和技能，而不是期望他们知道他们从未学过的东西。

3.They teach practical frameworks and skills to their team members rather than expecting them to know things they’ve never been taught.

4.他们提供常规、安全和建设性的反馈，以便团队成员变得更好。

4.They offer routine, safe, and constructive feedback so team members can get better.

5.他们赞扬团队成员的个人成功，肯定他们身份的转变。

5.They praise a team member’s individual success and affirm the transformation of their identity.

想象一下努力组建高中篮球队。在练习的第一天，教练将球队排好队，并解释说赢得赛季的关键很简单——作为一个球队，你必须比其他球队得分更多。教练随后解释说，如果你没有比对方得分更多，你将被追究责任。但别担心，因为如果你这样做了，你会得到表扬和奖励。

Imagine working hard to make the high school basketball team. On the first day of practice, the coach lines the team up and explains that the key to a winning season is simple—that you as a team must score more points than the other team. The coach then explains that if you don’t score more points than the other team, you will be held accountable. But don’t worry, because if you do, you will be praised and rewarded.

就是这样。

And that’s it.

这支球队显然注定要灭亡。为什么？因为球队没有教练，球队有啦啦队。

This team is obviously destined for ruin. Why? Because the team does not have a coach, the team has a cheerleader.

教练向团队解释游戏是如何运作的，评估每个团队成员的特定才能并将他们放在正确的位置，通过教他们实用的、可重复的行为来提高他们的游戏来发展每个团队成员，然后引导他们每个人进行个人转变这样他们就可以成为最好的篮球运动员。

A coach explains to the team how the game works, assesses each team member’s specific talents and puts them in the right position, develops each team member by teaching them practical, repeatable behaviors that will improve their game, and then guides them each into personal transformation so they can become the best basketball players they can be.

在商界，很少有专业人士从一开始就知道有效的业务框架，更不用说将它们教给团队成员了。大多数企业没有经理（更不用说教练了）；他们有啦啦队。这必须改变。

In the world of business, few professionals even know effective business frameworks in the first place, much less teach them to their team members. Most businesses don’t have managers (much less coaches); they have cheerleaders. This has to change.

作为一名经理，将您在本书中学到的框架传授给您的团队成员。帮助他们了解企业的​​机器是如何工作的，让他们知道他们已经拥有哪些有价值的技能组合以及他们需要改进哪些技能组合。

As a manager, teach the frameworks you’ve learned in this book to your team members. Help them understand how the machine of a business works and let them know what valuable skill sets they already have and what skill sets they need to improve upon.

虽然团队成员喜欢啦啦队，但他们喜欢并尊重教练。一个好的经理就是一个好的教练。

While team members like cheerleaders, they like and respect coaches. A good manager is a good coach.

价值驱动的专业人士

A Value-Driven Professional

*通过掌握每一项核心能力来增加您的个人经济价值。

*Increase your personal economic value by mastering each core competency.

第十一章

CHAPTER ELEVEN

执行变得简单

EXECUTION MADE SIMPLE

介绍

INTRODUCTION

因为我们已经了解了称职的专业人士的性格，制定了我们的使命宣言和指导原则，提高了我们的个人生产力，了解了企业的真正运作方式，阐明了我们的信息，学会了进行良好的演示，了解了营销销售渠道的运作方式，学习了一个框架来帮助我们销售，如何成为更好的谈判者，以及一个让我们成为备受尊敬的经理的框架，让我们学习运行一个执行系统，以确保我们的团队充满激情和生产力。

Since we’ve learned the character of a competent professional, created our mission statement and guiding principles, increased our personal productivity, realized how a business really works, clarified our message, learned to give a good presentation, understood how a marketing sales funnel works, learned a framework to help us sell, how to be a better negotiator, and a framework that allows us to be a much-respected manager, let’s learn to run an execution system that ensures our teams are passionate and productive.

在团队成员中，没有一个特征比他们的执行能力更让我看重。

There is not a single characteristic I value more in a team member than their ability to execute.

我们可以整天坐下来谈论想法，但只有将想法转化为销售给客户的产品才能推动公司向前发展。

We can sit and talk about ideas all day, but it’s only the ideas that turn into products that are sold to customers that move a company forward.

既然我们知道如何通过创建良好的流程来管理人员，那么我们如何确保执行这些流程呢？

Now that we know how to manage people by creating good processes, how do we make sure we execute on those processes?

没有执行系统，团队成员的工作就会一头雾水。

Without an execution system, team members work in a fog.

能够灌输和管理执行系统的以价值为导向的专业人士会拨开迷雾，带来光明。

A value-driven professional who can instill and manage an execution system lifts the fog and brings the light.

我手下薪酬最高的团队成员负责管理执行系统。为什么？因为他们确保我团队的每个成员都在最高水平上运作。

The highest-paid team member on my staff manages the execution system. Why? Because they ensure every member of my team is operating at the highest level.

直到产品上架，销售人员配备了他们需要的资源，并且营销活动开始执行，公司才能赚钱。一群人花费的每一盎司精力都被浪费了，除非工作真正完成并且产品能够带来收入和利润回报。由于缺乏良好的执行系统，每年都会浪费大量的精力。

A company does not make money until the product is sitting on the shelf, the salesforce is equipped with the resources they need, and the marketing campaign is being executed. Every ounce of energy a group of people spends is wasted unless the job is actually done and the product is returning revenue and profit. An enormous amount of energy is wasted every year for lack of a good execution system.

如果管理变得简单是创造产品和服务的盈利输出的流程的设计，那么执行变得简单就是您如何管理这些流程中涉及的可重复（和相关）交换。

If Management Made Simple is the design of a process that creates the profitable output of products and services, Execution Made Simple is how you manage the repeatable (and relational) exchanges involved in those processes.

Execution Made Simple 框架的步骤是：

The steps to the Execution Made Simple framework are:

1.召开启动会议以启动项目或计划。

1.Hold a launch meeting to launch a project or initiative.

2.让每个团队成员填写一份“单页纸”。

2.Have each team member fill out a “one-pager.”

3.每周举行一次“速度检查”。

3.Hold weekly “speed checks.”

4.保持分数并衡量您的成功。

4.Keep score and measure your success.

5.庆祝你的团队的胜利。

5.Celebrate your team’s victories.

商业大师知道如何推动流程完成。运行 Execution Made Simple 流程将使您成为每个组织都需要的团队成员——可以完成任务的团队成员。

A master of business knows how to drive a process through to completion. Running the Execution Made Simple process will transform you into the team member every organization needs—a team member who can get things done.

第五十六天

DAY FIFTY-SIX

如何执行——召开启动会议

How to Execute—Hold a Launch Meeting

召开启动会议以启动项目或计划。

Hold a launch meeting to launch the project or initiative.

你被委托了一个项目。最后。你已经等了很多年才被赋予这个级别的责任，而且你知道如果你完成了这项工作，你就会在组织中脱颖而出。这可能意味着加薪、晋升，甚至被任命为部门主管。那你接下来要做什么？

You’ve been entrusted with a project. Finally. You’ve been waiting years to be given this level of responsibility, and you know if you get the job done, you’ll stand out in the organization. This could mean a raise, a promotion, or even being made the head of a department. So what do you do next?

如果你和大多数人一样，你会列出一个巨大的、包罗万象的待办事项清单，虽然你可能会在一些关键目标上寻求他人的帮助，但你会自己承担大部分的工作确保一切都做对了。

If you’re like most people, you’ll make a giant, all-encompassing to-do list, and while you might ask others for help on a few of the critical objectives, you’ll carry most of the weight yourself to make sure everything is done right.

随着数周和数月的流逝，您对老板真正想要的东西变得模糊，然后您的部门遇到了小危机。管理危机优先于你被要求启动的新项目，所以你暂时把它搁置一旁，直到你能回来处理它。

As the weeks and months go by, you become fuzzy about what the boss actually wanted and then you’re hit with a minor crisis in your department. Managing the crisis takes priority over the new project you were asked to launch and so you put it on the back burner for a moment until you can come back to it.

一年后，这个曾经如此重要的项目出现在一次会议上，你不好意思地解释说其他优先事项似乎已经悄悄出现。

After a year, the project, once so important, comes up in a meeting and you sheepishly explain other priorities seemed to have crept in.

老板很失望，并在心里给你贴上了中层管理人员的标签。

The boss is disappointed and mentally labels you as middle management at best.

可悲的是，老板是对的。在任何组织的最高层都坐着一些人，他们可能有创造力，也可能没有创造力、聪明、热情，甚至勤奋。但他们中的每一个人都知道如何把事情做好。

Sadly, the boss is right. At the highest level of any organization sit people who may or may not be creative, smart, passionate, or even hardworking. But every single one of them knows how to get things done.

那么我们如何把事情做好呢？

So how do we get things done?

完成任务的方法是将项目分解成多个部分，然后使用执行系统管理这些部分的完成。

The way to get things done is to break the project down into its parts and then manage the completion of those parts using an execution system.

当一个重要的项目完成时，不要相信自己的直觉或直觉如何完成任务。相反，请遵循仔细的清单以及一些常规流程，以确保项目按时完成。

When an important project comes down the line, do not trust your gut or your instincts as to how to accomplish the tasks. Instead, follow a careful checklist along with a few routine processes to ensure the project gets done and gets done on time.

您在启动会议上要做的第一件事是填写“项目范围”工作表。您可以在 ExecutionMadeSimple.com 找到此免费工作表。项目范围工作表上的四个问题将指导您：

The first thing you want to do at your launch meeting is to fill out a “project scope” worksheet. You can find this free worksheet at ExecutionMadeSimple.com. The four questions on the project scope worksheet will guide you to:

1.树立清晰的成功观。用非常清晰的语言，准确定义需要完成的工作。确保成功是可衡量的，这样您就可以确切地知道它何时完成。

1.Set a clear view of success. In crystal clear language, define exactly what needs to get done. Make sure the success is measurable, so you know exactly when it is accomplished.

2.指派领导。确保项目的每个方面都有明确指定的领导者。如果项目的某个组成部分没有完成，就应该有人直接负责。

2.Assign the leaders. Make sure every aspect of the project has a clearly assigned leader. Somebody should be directly responsible if a component of the project is not accomplished.

3.确定所需的资源。列出您和您的团队完成此项目所需的所有资源。指派人员收集这些资源。

3.Identify resources needed. List all the resources you and your team will need to accomplish this project. Assign people to collect those resources.

4.创建包含关键里程碑的时间表。在公共场所展示完成主要里程碑的时间表。

4.Create a timeline with key milestones. In a public place, display a timeline of when major milestones will be accomplished.

如果您在执行策略会议中包括一个团队，请在一次会议中回答所有四个问题并创建任何必要的抵押品。

If you are including a team in your execution strategy session, answer all four questions and create any necessary collateral in a single meeting.

在会议结束时，确保宣布该项目正式启动。它将帮助您的团队对项目成为现实的那一刻有一个心理记忆。这不是一个想法、想法、愿望或梦想。这是一个已经启动的项目，预计它将被推动完成。

At the end of the meeting, make sure to announce that the launch of this project is official. It will serve your team to have a psychological memory of a moment in which the project became real. This is not an idea, a thought, a wish, or a dream. This is a project that has been launched with the expectation that it will be driven through to completion.

这里的关键是避免模糊优先级的迷雾。每个人都应该知道他们直接负责项目的哪一部分，什么时候需要完成，以及为什么重要。

The key here is to keep the fog of fuzzy priorities at bay. Every person should know what part of the project they are directly responsible for, when it needs to be done, and why it matters.

明确是承诺的先决条件。除非您清楚需要做什么、由谁以及何时完成，否则项目将失败。

Clarity is a prerequisite for commitment. Unless you are clear about what needs to be done, by whom, and by when, the project will fail.

第五十七天

DAY FIFTY-SEVEN

如何执行——灌输一页纸

How to Execute—Instill the One-Pager

让团队的每个成员填写一页纸。

Have each member of the team fill out a one-pager.

启动项目后，您团队的每个成员都应该非常清楚两件事：他们部门的优先事项和他们个人的优先事项。

After launching the project, every member of your team should be crystal clear about two things: the priorities for their department and their personal priorities.

无论您的初次会议进行得多么成功，模糊优先级的迷雾都会笼罩您和您的团队，其一个目标就是阻止您完成工作。

No matter how successful your initial meeting went, the fog of fuzzy priorities will come for you and your team, and its one goal is to keep you from getting the job done.

Execution Made Simple 框架的第二步是为团队的每个成员分配一个传呼机（见图 11.1）。同样，您可以在 ExecutionMadeSimple.com 下载免费的单页模板。

The second step in the Execution Made Simple framework, then, is to assign a one-pager to each member of your team (see Figure 11.1). Again, you can download a free one-pager template at ExecutionMadeSimple.com.

让每个团队成员在启动会议期间填写一页纸是个好主意。不要担心第一次就做对了。单页纸是一个不断发展的文件。随着项目的发展和越来越多的任务的完成，优先级将发生变化。

It’s a good idea to have each team member fill out the one-pager during the launch meeting. Don’t worry about getting it right the first time. The one-pager is an evolving document. As the project evolves and more and more tasks are completed, priorities will shift and change.

图 11.1

FIGURE 11.1

在我的公司，我们打印并层压了大型单页纸，以便将它们挂在每张桌子附近。为什么？因为几乎每天的每个小时，人们都会忘记他们的优先事项是什么。在电话铃声和截止日期临近的旋风中，大脑很难记住重要的事情。

At my company, we’ve printed and laminated large one-pagers so they hang near every desk. Why? Because nearly every hour of every day, people forget what their priorities are. In the whirlwind of ringing phones and approaching deadlines, the brain has a difficult time remembering what matters.

每一页都刻意简单。您和您的团队成员将简单地回顾在启动会议期间确定的“清晰的成功观”，然后列出每个部门的前五项优先事项和每个人的前五项个人优先事项。

Each one-pager is intentionally simple. You and your team members will simply review the “clear view of success” determined during the launch meeting, then list the top five priorities for each department and the top five personal priorities for each individual.

在公共场所悬挂每个团队成员的单页纸可以让团队不断分析彼此的优先事项以征求反馈并让每个人都对实际完成任务负责。

Hanging each team member’s one-pager in a public place allows teams to constantly analyze each other’s priorities to invite feedback and keep everybody accountable to actually accomplish them.

如果你愿意，你可以使用数字单页纸，但在我的公司，我们更喜欢纸质的。我喜欢单页纸始终可见，这样无论我们的手机或计算机上发生了什么，我们都能一目了然地知道要关注什么。

You can use digital one-pagers if you like, but at my company we prefer paper. I like for a one-pager to be visible at all times so we always know what to focus on at a glance, no matter what’s happening on our phone or computer.

如果您愿意，可以将单页纸层压并挂在每张桌子附近，以便每个团队成员的都可见。

If you like, laminate the one-pagers and hang them near each desk so each team member’s is visible.

一旦单页纸完成，每个人都会知道并负责完成非常具体的任务。

Once the one-pagers are complete, everybody will know and be accountable to accomplish very specific tasks.

第五十八天

DAY FIFTY-EIGHT

如何执行——每周进行一次速度检查

How to Execute—Hold Weekly Speed Checks

每周进行速度检查。

Hold weekly speed checks.

很多项目一上线就直接死掉了。发生这种情况有两个原因：

Many projects die directly after they are launched. This happens for two reasons:

1.人们会因为其他重要的任务和义务而分心。

1.People get distracted with other important tasks and obligations.

2.人们忘记了新项目的细节和重要性。

2.People forget the details and importance of the new project.

为了实现在项目启动时确定的“清晰的成功观”，必须创建例程和习惯，所有这些都是为了完成工作而设计的。

In order to achieve the “clear view of success” that was determined at the launch of the project, routines and habits will have to be created, all designed to finish the job.

习惯只有在重复执行动作时才会养成。

Habits are only developed when actions are performed repeatedly.

为了将行动变成习惯，团队中的每个相关成员都应该在称为速度检查的每周会议上审查他们的行动和优先事项。会议被称为速度检查，因为它旨在通过快速和专注来保持势头。

To turn actions into habits, every pertinent member of a team should review their actions and priorities in a weekly meeting called a speed check. The meeting is called a speed check because it’s designed to keep momentum going by being fast and focused.

将速度检查想象成足球比赛中的挤作一团。这不是战略会议。这是一个快速的会议，以确保团队中的每个人都了解比赛以及他们在比赛中的具体角色。

Think of a speed check as not unlike a huddle in a football game. This is not a strategy session. This is a quick meeting to make sure everybody on the team knows the play and their specific role in the play.

每周在固定时间进行速度检查，不要跳过它。最好开会，这样就不会开太久。

Hold the speed check at a fixed time each week and don’t skip it. It’s better to hold the meeting standing so it doesn’t go long.

确保每个团队成员在会议期间都随身携带了一页纸，以便他们可以根据需要进行调整。

Make sure every team member has their laminated one-pager with them during the meeting so they can make adjustments as needed.

确保每个团队成员都准备好每周提出的常规问题的书面答案。

Make sure every team member has prepared written answers to routine questions that are asked each week.

让您的团队成员准备好书面陈述可确保会议保持简短，并进一步记录必要的行动。

Having your team members come prepared with written statements ensures the meeting remains brief and that necessary actions are further memorialized.

速度检查的结构应包括三个审查陈述和三个问题：

The structure of a speed check should cover three review statements and three questions:

三个审查声明

Three Review Statements

1.阅读给定项目的“清晰的成功观”声明。

1.Read the “clear view of success” statement for the given project.

2.查看团队成员所在部门的优先级。

2.Review the priorities of the team member’s department.

3.查看团队成员的个人优先事项。

3.Review the team member’s personal priorities.

三个问题

Three Questions

1.回答“每个团队成员都做了什么？”的问题。

1.Answer the question “What has each team member gotten done?”

2.回答“每个团队成员接下来要做什么？”的问题。

2.Answer the question “What is each team member going to do next?”

3.回答“是什么阻碍了任何团队成员取得进展？”这个问题。

3.Answer the question “What’s blocking any team members from making progress?”

第三个问题是邀请任何团队成员寻求帮助。领导者的工作之一是消除阻碍团队成员取得进步的障碍。

That third question is an invitation for any team member to ask for help. One of the jobs of a leader is to remove blockers that are stopping team members from making progress.

团队成员应该在受到启发和指导的情况下离开会议。经理应该从速度检查中走出来，列出一份简短的清单，列出要执行的操作，以消除个别团队成员的障碍。

A team member should walk away from a meeting feeling inspired and directed. A manager should walk away from a speed check with a short list of things to do that remove the blockers from individual team members.

速度检查不应超过 20 分钟，因此最好站着进行。坐下来追赶会拖延这次会议，并可能导致更少而不是更多的进展，以实现清晰的成功观。

The speed check should not go more than twenty minutes, which is why it’s best done while standing. Sitting down and catching up will drag this meeting on and likely lead to less, not more, progress toward the clear view of success.

重要的是不要错过或跳过会议。不参加会议几乎会确保无法实现清晰的成功观。

It is critical not to miss or skip meetings. Skipping meetings will almost ensure the clear view of success is not accomplished.

如果您无法亲自参加速度检查，请通过电话或通过虚拟会议软件远程执行速度检查。

If you are not able to attend a speed check in person, perform the speed check over the phone or remotely via virtual conference software.

如果项目很关键或处于危机期间，请考虑每天而不是每周一次进行速度检查。即使优先事项和任务看起来“总是一样”因为你们开会如此频繁，也没关系。活动产出比仍将急剧增加，因为您正在消除模糊优先级的迷雾。

If a project is critical or during a crisis, consider holding speed checks every day rather than once each week. Even if priorities and tasks seem to “always be the same” because you are meeting so often, it doesn’t matter. The activity-to-output ratio will still increase dramatically because you are keeping the fog of fuzzy priorities away.

如果您未能举行速度检查会议，您的执行计划将无法实施，您的项目或计划可能会失败。

If you fail to hold speed check meetings, your execution plan will not work and your project or initiative will likely die.

必须保持动力，例行速度检查是保持动力的方法。

Momentum must be maintained, and routine speed checks are how you maintain that momentum.

第五十九天

DAY FIFTY-NINE

如何执行——记分

How to Execute—Keep Score

保持分数并衡量您的成功。

Keep score and measure your success.

人们需要衡量自己的进步，才能健康快乐。期望人们表现出色而不给他们衡量进步的方法会让他们发疯并对士气产生负面影响。

People need to measure their progress in order to be healthy and happy. Expecting people to excel without giving them a way to measure their progress will drive them crazy and negatively affect morale.

没有什么比让团队中的每个人都了解游戏​​规则，感觉他们正在执教胜利，并在公共记分牌上证明他们的进步。

There is nothing you can do to boost morale and energize a team more than to have everybody on that team understand the rules of the game, feel that they are being coached to victory, and have proof of their progress on a public scoreboard.

那么，Execution Made Simple 框架的第四个方面就是创建一个公共记分牌。

The fourth aspect of the Execution Made Simple framework, then, is to create a public scoreboard.

销售团队中的每个人本周预计要打多少个销售电话，他们做得如何？内容团队的成员应该花多少小时来编写新内容？客户服务代表能够回答多少客户服务工单？

How many sales calls was each person on the sales team expected to make this week and how did they do? How many hours were the members of the content team supposed to spend writing new content? How many customer service tickets were the customer service representatives able to answer?

要创建记分牌，请与每个团队成员坐下来分析他们部门的优先事项。将这些优先事项分解为可重复的任务，如果完成这些任务，将确保满足这些优先事项。然后在记分牌上衡量那些可重复的任务。

To create a scoreboard, sit down with each team member and analyze the priorities of their department. Break down those priorities into repeatable tasks that, if accomplished, will ensure those priorities are met. Then measure those repeatable tasks on a scoreboard.

如果您的开发人员从需求列表中检查部分代码，那么与您交谈的编码人员通常会在一周内检查多少部分代码？

If your developers check sections of code off a list of needs, how many sections of code could the coder you’re talking to normally check off in a week?

与您的团队成员一起创建部门的记分牌。

Work with your team members to create the department’s scoreboard.

您希望如何衡量您在实现我们目标方面的进展等问题？很重要，这样每个部门对整个项目都有一种主人翁意识。团队成员应该对他们将如何被衡量感到舒服甚至兴奋。

Questions like how would you like to be measured in your progress toward our objectives? are important so that each division has a sense of ownership over the overall project. Team members should be comfortable and even excited about how they are going to be measured.

您可能会想衡量滞后措施，但不要这么做。同样，滞后指标是总销售额、新线索、已发货产品等指标。一旦计算出总销售额，您就无法增加这些销售额。太晚了。

You will be tempted to measure lag measures, but don’t. Again, lag measures are measures like total sales, new leads, products shipped, and so on. Once total sales are in, there’s nothing you can do to increase those sales. It’s too late.

相反，衡量领先措施。同样，领先指标是您的团队成员可以采取的影响滞后指标的行动。如果您的滞后指标是总销售额，那么领先指标可能是导致总销售额发生的销售拜访。因此，在您的记分牌上衡量销售电话而不是销售额。

Instead, measure lead measures. Again, lead measures are actions your team members can take to affect lag measures. If your lag measure is total sales, a lead measure might be sales calls that cause total sales to happen. So measure sales calls on your scoreboard rather than sales.

可以在团队成员的速度检查表上测量不止一项领先指标，但要注意不要测量超过三项。如果你测量三个以上的项目，人们就很难知道他们的可重复任务中哪些是真正重要的。最重要的任务直接影响他们所在部门的总体目标。

It’s okay to measure more than one lead measure on your team member’s speed check sheet, but be careful not to measure more than three items. If you measure more than three items, people have difficulty knowing which of their repeatable tasks are really important. The most important tasks directly affect the overall objectives of the division they work within.

确保在每周速度检查中包括对记分牌的简短回顾（见图 11.2）。这应该不会超过几秒钟。评估分数后，询问该部门是否可以采取不同的措施来提高分数。

Make sure to include a short review of the scoreboard in your weekly speed check (see Figure 11.2). This should take no more than a few seconds. After assessing the score, ask if there’s anything the division can do differently to improve the score.

如果你不让人们知道他们在做什么，士气就会受到影响。没有人喜欢在浓雾中奔跑。他们想根据可见的分界点知道他们要去哪里以及前进的速度。

If you don’t let people know how they are doing, morale will suffer. Nobody likes to run in a dense fog. They want to know where and how fast they are going based on visible points of demarcation.

图 11.2

FIGURE 11.2

同样，当你给你的员工记分牌来衡量他们的进步时，你所做的不仅仅是提高他们的生产力；您正在提高他们的整体幸福感。

Again, when you give your people scoreboards to measure their progress, you’re doing more than increasing their productivity; you’re increasing their overall well-being.

第六十天

DAY SIXTY

如何执行——庆祝团队的胜利

How to Execute—Celebrate Your Team’s Victories

庆祝你的团队的胜利。

Celebrate your team’s victories.

要领导一个执行系统，重要的是我们要庆祝我们团队的胜利，并肯定他们转变为以价值为导向的专业人士。

To lead an execution system, it’s important that we celebrate our team’s victories and affirm their transformation into value-driven professionals.

建立庆祝胜利的例程对于团队的成功至关重要。

Creating a routine of celebrating wins is paramount to a team’s success.

可悲的是，许多有竞争力的领导者并没有注意到胜利。

Sadly, many competitive leaders don’t notice wins.

这说得通。因为我们对胜利如此着迷，所以当我们最终实现目标时，我们会毫不犹豫地庆祝并继续迎接下一个挑战。

It makes sense. Because we are so hooked on winning, when we finally accomplish our goal we waste no time celebrating and simply move on to the next challenge.

但大多数人并没有那么上进心。他们需要得到承认。他们需要从权威人士那里听到胜利是真正的胜利。

But most people are not so self-motivated. They need to be acknowledged. And they need to hear from somebody in authority that the win was truly a win.

大多数电影的结尾都有一个场景，叫做“转型的肯定”。这个场景涉及两个主要角色，向导和英雄。英雄克服挑战完成目标后，向导走进来，看着英雄的眼睛说：“你变了。你现在不一样了。你更强大，更有能力，更有能力。恭喜。你做到了。”

There’s a scene at the end of most movies called “the affirmation of transformation.” This scene involves two principal characters, the guide and the hero. After the hero has overcome the challenge to accomplish the objective, the guide steps in, looks the hero in the eye, and says, “You’ve changed. You’re different now. You’re stronger, more competent, more capable. Congratulations. You did it.”

尤达和欧比万回来向卢克点头表示赞同。《国王的演讲》中的戏剧老师莱昂内尔说对乔治国王说他是一位伟大的国王。Miagi 先生向 Daniel 肯定他确实是空手道小子中的冠军。

Yoda and Obi-Wan come back to nod their approval at Luke. Lionel, the drama teacher in The King’s Speech, says to King George that he is a great king. Mr. Miagi affirms to Daniel that he is indeed a champion in The Karate Kid.

庆祝个人的胜利是让他们知道他们已经改变，他们变得更有能力和能力的方式。如果我们想发展我们的员工，庆祝胜利是一项重要且必要的日常工作。

Celebrating an individual’s win is how you let them know they’ve changed, that they’ve become more competent and capable. Celebrating wins is a critical and necessary routine if we want to develop our people.

为了庆祝胜利，您需要：

In order to celebrate wins, you’ll need to:

1.注意他们。

1.Notice them.

2.纪念他们。

2.Memorialize them.

3.承认责任人。

3.Acknowledge those responsible.

我们必须开始注意到胜利。为了做到这一点，我们使用记分牌。当我们超过记分牌上的一项指标时，我们会庆祝。

We must start noticing wins. In order to do this, we use our scoreboards. When we surpass a measure on our scoreboard, we celebrate.

其次，我们必须纪念这些胜利。当然，庆祝应该与成功相关。如果团队成员达到了他们的每周目标，那么兴奋的高五就很重要。如果实现了重要的、每月的、总体的公司目标，办公室午餐、蛋糕、欢乐时光或类似的东西可能是有序的。

Second, we have to memorialize these wins. The celebration should be relative to the success, of course. If a team member hits their weekly goal, an excited high five is important. And if a significant, monthly, overall company goal is hit, an office lunch, cake, happy hour, or something of the sort may be in order.

但是，作为领导者，一定要用语言来纪念庆祝活动。我们的团队成员无法读懂我们的想法。在午餐期间站起来让每个人都知道我们在庆祝什么很重要，否则庆祝实际上不会鼓舞士气，也不会有助于团队成员改变他们对自己的看法。

As the leader, though, make sure to memorialize the celebration in words. Our team members cannot read our minds. Standing up during the lunch and letting everybody know what we are celebrating is important or the celebration won’t actually boost morale and contribute to the team members transforming the way they think of themselves.

第三，你要特别感谢那些对胜利直接负责的人。这是您直视英雄并肯定他们转变的机会。他们比以前更强大，更能干，更能干。让他们知道他们已经改变并且对团队变得更有价值。

Third, you’ll want to specifically acknowledge those who are directly responsible for the win. This is your chance to look the heroes in the eye and affirm their transformation. They are stronger than they used to be, more competent, and more capable. Let them know they have changed and become even more valuable to the team.

小心不要庆祝未获胜。庆祝接近一个困难的目标可能很诱人，但这样做会削弱真正庆祝的力量。因为我们没有达到目标而感到失望是生活的重要组成部分。讨人喜欢的人会想冲进来为接近胜利提供支持和庆祝，但这种支持对团队的发展没有帮助。

Be careful not to celebrate non-wins. It may be tempting to celebrate getting close to a difficult goal, but doing so will dilute the power of a real celebration. Being disappointed because we did not hit a goal is an important part of life. People pleasers will want to rush in and offer support and celebration for near-victories, but such support isn’t helpful to a team’s development.

感受胜利和失败之间的区别会让胜利感觉好得多。为实际的胜利节省庆祝活动。毕竟，在五码线上扣球被称为失球。

Feeling the difference between a win and a loss makes a win feel that much better. Save up the celebrations for actual victories. After all, spiking the ball at the five yard line is called a fumble.

如果你庆祝胜利并从令人失望的表现中吸取教训，球队将不断发展并变得更好。我们都喜欢玩游戏，我们都喜欢在我们玩的游戏中获胜。保持记分牌和庆祝胜利使工作变得有趣、富有成效和变革。

If you celebrate wins and learn from disappointing performances, the team will constantly evolve and get better. We all love playing games and we all love to win at the games we play. Keeping a scoreboard and celebrating victories makes work fun, productive, and transformative.

恭喜

CONGRATULATIONS

当您购买（或收到）这本书时，您可能认为这将是一个简单的日常反思，但它远不止于此。这是很少有人接受过的商业教育。如果你读完了这本书，你就学到了成为价值驱动专业人士所需的基础知识，你还学到了 60 种在大学里几乎不教的商业策略。如果你想成为一个更好的价值驱动的专业人士，重新开始这个过程，然后再做一遍（或者聘请我们的一位认证教练）。你对所学知识的肯定越多，你在公开市场上的经济价值就越大，我保证。

When you bought (or were given) this book, you likely thought it was going to be a simple daily reflection, but it was much more than that. This was a business education like few people ever receive. If you finished the book, you learned the very basics that it takes to become a value-driven professional and you also learned sixty business strategies they hardly teach in college. If you want to become an even better value-driven professional, start the process over and do it all again (or hire one of our certified coaches). The more you affirm what you’ve learned, the more economic value you will have on the open market, I promise.

这么多人每年支付 50,000 美元上大学，离开大学时背负巨额债务，直到 30 多岁才能购买第一套房子（这使他们失去了 10 年的股权和积累的财富），然后开始背负医药费等等几十年后的债务才令人难过。我们的学生应该得到更好的。教育不应该让他们失去经济上的成功或自由。我相信，如果您掌握了本书中的内容，您将具有极高的价值。你不应该为了成为市场需要你成为的人而背负债务。

The fact that so many people pay $50,000 per year to attend college, leave college with an enormous amount of debt, are unable to buy their first home until they are in their thirties (which costs them a decade of equity and accumulating wealth), then start to be burdened with medical bills and more debt only a few decades later is sad. Our students deserve better. An education shouldn’t cost them their economic success or freedom. I believe if you master what is in this book, you are of extreme value. You should not have to take on debt to become what the market needs you to be.

祝贺您成为价值驱动的专业人士。你就是市场期待已久的人。现在让我们将这些知识用于解决世界上的问题。

Congratulations on becoming a value-driven professional. You are what the market has been awaiting for a long time. Now let’s put this knowledge to work solving the world’s problems.

要深入了解 Business Made Simple 课程，请访问 BusinessMadeSimple.com 访问 Business Made Simple 在线课程。

To take a deep dive into Business Made Simple courses, get access to Business Made Simple online courses at BusinessMadeSimple.com.

要找到可以指导您开始或扩展业务的认证教练，请访问 HireACoach.com。

To find a certified coach who can coach you to start or scale your business, visit HireACoach.com.

要成为 Business Made Simple 认证教练，请访问 CertifiedBusinessCoach.com。

To become a Business Made Simple certified coach, visit CertifiedBusinessCoach.com.

要验证您的教练或辅导员是否获得了 Business Made Simple 的认证，请在 HireACoach.com 上查看他们的姓名。

To verify that your coach or facilitator is certified by Business Made Simple, check for their name at HireACoach.com.

使用本书来推动

学习和发展的文化。

USE THIS BOOK TO DRIVE A CULTURE

OF LEARNING AND DEVELOPMENT.

为您团队的每位成员获取这本书的副本，请您的团队成员在 BusinessMadeSimple.com/daily 上注册，并享受来自价值驱动的专业团队的成果。

Get a copy of this book for each member of your team, ask your team members to register at BusinessMadeSimple.com/daily, and enjoy the results that come from a team of value-driven professionals.

使用本书作为

您组织的入门工具。

USE THIS BOOK AS AN ON-RAMPING

TOOL FOR YOUR ORGANIZATION.

作为入职协议的一部分，指导所有新员工完成 Business Made Simple 六十天流程。

Instruct all new hires to go through the Business Made Simple sixty-day process as part of your on-ramping protocol.

你买了一千多本这本书是为了发展你的团队吗？

Did you buy more than one thousand copies of this book in order to develop your team?

每年，许多大型组织的负责人都会在 Donald Miller 的家中会面，讨论他们面临的挑战并分享他们的成功。

Each year, heads of many large organizations meet at Donald Miller’s home to discuss their challenges and share their successes.

访问 www.LeadershipAdvantage.com 了解更多信息。

Visit www.LeadershipAdvantage.com to learn more.

致谢

ACKNOWLEDGMENTS

没有 Business Made Simple 杰出的团队，就不可能有这本书。我的团队每天早上醒来都知道我们创建的培训可以帮助数以万计的企业完成更多工作、增加收入并为更多人提供更好的工作。而且价格只是大学的一小部分。感谢您有动力破坏美国的大学系统以及企业学习和发展。并相信每个人都应该接受改变生活的商业教育。

Without the brilliant team at Business Made Simple, this book would not have been possible. My team wakes up every morning knowing that the training we create helps tens of thousands of businesses get more done, grow their revenue, and provide better jobs for more people. And at a fraction of the price as college. Thanks for being motivated to disrupt America’s university system, as well as corporate learning and development. And for believing that everybody deserves a life-changing business education.

特别要感谢内容团队的同事 Koula Callahan、JJ Peterson 博士和 Doug Keim，他们为本书增添了很多内容。

Specifically, thanks to Koula Callahan, Dr. JJ Peterson, and Doug Keim, my content team colleagues who added much to this book.

我一直很享受与 HarperCollins Leadership 的出版商和编辑的关系。特别感谢与 Jeff Farr 一起精心编辑本书的 Sara Kendrick，以及负责编辑、排版和打包的团队这个故事写成一本书。我要感谢 Sicily Axton 和 HCL 营销团队的支持。

I have always enjoyed my relationship with the publishers and editors at HarperCollins Leadership. Special thanks to Sara Kendrick, who carefully edited this book along with Jeff Farr, and the team who worked to edit, typeset, and package this story into a book. I’d like to thank Sicily Axton and the HCL marketing team for their support.

最后，感谢您足够关心自己的发展或整个团队的发展而购买本书。我们认为，发展业务所需的简单知识不应存在于需要数万美元的付费墙之后。世界各地数以万计的成功企业是我们消除贫困的最佳工具。没有你，世界将受苦。祝您事业成功。

Finally, thank you for caring enough about your own development or the development of your entire team to buy this book. We believe the simple knowledge it takes to grow a business should not exist behind a paywall that demands tens of thousands of dollars. The tens of thousands of successful businesses that exist around the world are the greatest tool we have to combat poverty. Without you, the world would suffer. Here’s to the success of your business.

指数

INDEX

一种

A

团队的能力、领导者和分析，32

abilities, leader and analysis of team’s, 32

问责制，20

accountability, 20

行动

action(s)

挑战观众接受，135-36

challenging the audience to take, 135–36

确定关键，42-44

determining critical, 42–44

偏向于21-22

having a bias toward, 21–22

在故事中，97

in stories, 97

“确认转型”，201

“affirmation of transformation,” 201

（产品）的可负担性，144

affordability (of product), 144

飞机，商业，73-77

airplane, business as an, 73–77

野心, 抵抗, 17

ambition, resistance to, 17

以初始报价锚定谈判，163-64

anchoring the negotiation, with an initial offer, 163–64

亚里士多德，126

Aristotle, 126

阿姆斯特朗，尼尔，13–14

Armstrong, Neil, 13–14

抱负特征，40-41

aspirational characteristics, 40–41

观众

audience

具有挑战性，采取行动，135-36

challenging, to take action, 135–36

保持兴趣，127-31

keeping interest of, 127–31

权威, 指南, 101

authority, of guides, 101

复仇者联盟电影，46

Avengers movies, 46

乙

B

偏向于行动，21-22

bias, toward action, 21–22

北京国立大学，137

BMSU, 137

脑

brain

作为电池，61

as a battery, 61

和乐观，24-25

and optimism, 24–25

勇敢的心（电影），36

Braveheart (film), 36

生意失败，原因之一，78

business failure, one reason for, 78

商业战略，70-91

business strategy, 70–91

并降低开销，78–81

and keeping your overhead down, 78–81

并制造/销售合适的产品，81–84

and making/selling the right products, 81–84

并优先考虑营销，84-87

and prioritizing marketing, 84–87

和保护现金流，89-91

and protecting cash flow, 89–91

并运行销售系统，87–89

and running a sales system, 87–89

并了解企业的​​真正运作方式，73-77

and understanding how a business really works, 73–77

C

C

号召性用语，创建清晰的103–5 , 135–36 , 153–55

call to action, creating a clear, 103–5, 135–36, 153–55

资本，作为企业的“燃料”，75

capital, as business “fuel,” 75

皮特卡罗尔，26岁，182 岁

Carroll, Pete, 26, 182

现金周转

cash flow

作为商业“燃料”，75

as business “fuel,” 75

并推出新产品，83

and launching a new product, 83

保护, 89–91

protecting, 89–91

庆祝团队胜利，201–3

celebrating team victories, 201–3

挑战

challenges

拥抱, 28

embracing, 28

和受害者，11

and victims, 11

字符，2–29

character, 2–29

接受反馈作为礼物，15-17

and accepting feedback as a gift, 15–17

并坚持不懈地乐观，24-27

and being relentlessly optimistic, 24–27

并且偏向于行动，21-22

and having a bias toward action, 21–22

并拥有成长心态，27–29

and having a growth mindset, 27–29

并知道如何缓和戏剧性，12-14

and knowing how to de-escalate drama, 12–14

知道处理冲突的正确方法，17-18

and knowing the right way to engage conflict, 17–18

渴望被信任和尊重多于喜欢，19-21

and longing to be trusted and respected more than liked, 19–21

而不是选择混淆，22-24

and not choosing to be confused, 22–24

将自己视为英雄而不是受害者，8-12

and seeing yourself as a hero rather than a victim, 8–12

并将自己视为公开市场上的经济产品，5–8

and seeing yourself as an economic product on the open market, 5–8

角色（在故事中），96–97

characters (in stories), 96–97

啦啦队，185

cheerleaders, 185

孩子们，赞美，15

children, praising, 15

丘吉尔、温斯顿，104 岁，134 岁

Churchill, Winston, 104, 134

民权运动，36

Civil rights movement, 36

高潮场景，预示 a, 133–35

climactic scene, foreshadowing a, 133–35

结束销售，153–55

closing the sale, 153–55

教练

coach

作为一个，185-87

being a, 185–87

经理作为，177-78

manager as, 177–78

合作与冲突，17

collaboration, and conflict, 17

协作谈判，159-61

collaborative negotiation, 159–61

承诺, 113–14 , 123

commitment, 113–14, 123

通讯，124-39

communication, 124–39

并挑战观众采取行动，135-36

and challenging the audience to take action, 135–36

并在您的演示文稿中创建子要点，129-33

and creating subpoints in your presentations, 129–33

并确定你的演讲主题，137-39

and determining the theme of your presentation, 137–39

并预示着一个高潮场景，133-35

and foreshadowing a climactic scene, 133–35

并做了精彩的演讲，127-29

and giving a great presentation, 127–29

内部销售渠道，110

sales funnels for internal, 110

通过电子邮件，120-21

via email, 120–21

competence, power of, 104

competence, power of, 104

竞争性谈判，159-61

competitive negotiation, 159–61

信心

confidence

呼吁客户采取行动，153–55

calling customers to action with, 153–55

的力量，104

power of, 104

冲突

conflict

避免, 17

avoidance of, 17

了解正确的参与方式，17–18

knowing the right way to engage, 17–18

困惑，选择不去，22-24

confused, choosing not to be, 22–24

建设性反馈，提供，183，186

constructive feedback, offering, 183, 186

冠状病毒大流行，110

coronavirus pandemic, 110

科斯特纳，凯文，85 岁

Costner, Kevin, 85

还价, 164

counteroffers, 164

关键行动、决定、33、42–44

critical actions, determining, 33, 42–44

批判性反馈，给予，183-84

critical feedback, giving, 183–84

批评，学习，28

criticism, learning from, 28

好奇心，112-13

curiosity, 112–13

顾客）

customer(s)

建立融洽关系，149

building rapport with, 149

113–14 , 123的承诺

commitment of, 113–14, 123

好奇心，112-13

curiosity of, 112–13

通过电子邮件发送给您，121-23

emailing your, 121–23

启迪，113

enlightening, 113

邀请，进入一个故事，145-47

inviting, into a story, 145–47

定位，作为英雄，99-101

positioning, as the hero, 99–101

和产品的可负担性，144

and product affordability, 144

数量时间，122

quantity time, 122

调查，85

surveys of, 85

谈论你所面临的问题，102-3

talking about the problem faced by your, 102–3

丁

D

日常决策，做出明智的决定，55–57

daily decisions, making wise, 55–57

每日报告，76–77

daily reports, 76–77

日常生活，54-55

daily routine, 54–55

丹尼尔（空手道小子中的角色），106，202

Daniel (character in The Karate Kid), 106, 202

做白日梦, 22 , 95–96

daydreaming, 22, 95–96

需求和产品选择，83

demand, and choice of product, 83

分心，对63–65说“不”

distractions, saying “no” to, 63–65

（公司的）部门，171

divisions (of a company), 171

戏剧，知道如何降级，12-14

drama, knowing how to de-escalate, 12–14

梦之队，6

dream teams, 6

德维克，卡罗尔，27–28 岁

Dweck, Carol, 27–28

乙

E

经济产品，将自己视为5-8

economic product, seeing yourself as an, 5–8

教育系统，205-6

education system, 205–6

效率，注意，77，180-81

efficiency, paying attention to, 77, 180–81

努力，作为通向精通的途径，28

effort, as path to mastery, 28

电动汽车, 36

electric cars, 36

电子邮件地址，收集，110，119-21

email addresses, collecting, 110, 119–21

给你的客户发邮件，121-23

emailing your customers, 121–23

电子邮件营销，119–21

email marketing, 119–21

感情上着迷，没有得到，165-67

emotionally hooked, not getting, 165–67

情绪

emotions

和产品的选择，81-82

and choice of product, 81–82

和冲突，18

and conflict, 18

同理心，指导，101

empathy, of guides, 101

员工，投资回报率，6-8

employees, return on investment with, 6–8

能量和戏剧，13

energy, and drama, 13

启蒙，113

enlightenment, 113

爱比克泰德，十三

Epictetus, xiii

处决，188–203

execution, 188–203

并庆祝您的团队的胜利，201–3

and celebrating your team’s victories, 201–3

并召开启动会议，191-93

and holding a launch meeting, 191–93

并每周进行一次速度检查，196–98

and holding weekly speed checks, 196–98

并灌输一页纸，193-95

and instilling the one-pager, 193–95

并保持得分，198–201

and keeping score, 198–201

期望，明确，20

expectations, clear, 20

F

F

脸书, 178

Facebook, 178

失败

failure

商业, 78

business, 78

并定义利害关系，97

and defining the stakes, 97

和成功，25-26

and success, 25–26

恐惧，选择困惑，24

fear, and choosing to be confused, 24

回馈

feedback

接受礼物，15-17

accepting, as a gift, 15–17

来自教练，186

from coaches, 186

给予有价值的，182-84

giving valuable, 182–84

梦想之地（电影），85

Field of Dreams (film), 85

固定心态，27

fixed mindset, 27

专注，坚持，63-64

focused, staying, 63–64

自由骑士，36 岁

Freedom Riders, 36

免费价值，提供，120

free value, offering, 120

佛罗多·巴金斯（角色），102

Frodo Baggins (character), 102

G

G

比尔·盖茨，65 岁

Gates, Bill, 65

乔治·金，134，201–2

George, King, 134, 201–2

礼物, 发送, 146

gifts, sending, 146

线下，161–63

going below the line, 161–63

表现好，奖励，20

good performance, rewards for, 20

英国, 104 , 134

Great Britain, 104, 134

安德鲁格罗夫，7 岁

Grove, Andrew, 7

成长心态，有一个，27-29

growth mindset, having a, 27–29

grunt 测试（针对网站），117–19

grunt test (for websites), 117–19

指南（在故事中）, 96–97 , 100–101

guide (in stories), 96–97, 100–101

H

H

习惯, 196

habits, 196

黑密斯（饥饿游戏中的角色），100，148

Haymitch (character from The Hunger Games), 100, 148

英雄

hero

将您的客户定位为99–101

positioning your customer as the, 99–101

将自己视为8-12 岁

seeing yourself as a, 8–12

英雄任务规划师，54-55

Hero on Mission Planner, 54–55

高产出管理(Grove)，7

High Output Management (Grove), 7

高回报机会，60

high-return opportunities, 60

历史，故事对比，44-46

history, story vs., 44–46

希特勒，阿道夫，134

Hitler, Adolf, 134

钩子，问题，102

hook, problem as the, 102

如何成为出色的沟通者——挑战听众采取行动，135–36

How to Be a Great Communicator—Challenge the Audience to Take Action, 135–36

如何成为出色的沟通者——在您的演示文稿中创建子要点，129–33

How to Be a Great Communicator—Create Subpoints in Your Presentation, 129–33

如何成为出色的沟通者——确定演讲的主题，137–39

How to Be a Great Communicator—Determine the Theme of Your Presentation, 137–39

如何成为出色的沟通者——预示高潮场景，133–35

How to Be a Great Communicator—Foreshadow a Climactic Scene, 133–35

如何成为出色的沟通者——进行精彩的演讲，127–29

How to Be a Great Communicator—Give a Great Presentation, 127–29

如何提高工作效率——分配时间并完成更多工作，65–69

How to Be Productive—Block Your Time and Get More Done, 65–69

如何提高工作效率——做出明智的日常决定，55–57

How to Be Productive—Make Wise Daily Decisions, 55–57

如何提高工作效率——最大限度地利用“动力时间”，61–63

How to Be Productive—Maximize Your “Power Hours,” 61–63

如何提高工作效率——确定首要任务的优先级，57–61

How to Be Productive—Prioritize Your Primary Tasks, 57–61

如何提高工作效率——对分心说“不”，63–65

How to Be Productive—Say “No” to Distractions, 63–65

如何阐明您的信息——创建清晰的号召性用语，103–5

How to Clarify Your Message—Create a Clear Call to Action, 103–5

如何阐明您的信息——明确利害关系并营造紧迫感，106–7

How to Clarify Your Message—Define the Stakes and Create Urgency, 106–7

如何阐明您的信息——将您的客户定位为英雄，99-101

How to Clarify Your Message—Position Your Customer as the Hero, 99–101

如何澄清您的信息——谈论您客户的问题，102–3

How to Clarify Your Message—Talk about Your Customer’s Problem, 102–3

如何阐明您的信息——使用故事来吸引客户，95–99

How to Clarify Your Message—Use Story to Engage Customers, 95–99

如何开展营销活动——收集电子邮件地址，119–21

How to Create a Marketing Campaign—Collect E-mail Addresses, 119–21

如何开展营销活动——给您的客户发送电子邮件，121–23

How to Create a Marketing Campaign—Email Your Customers, 121–23

如何创建营销活动——了解销售漏斗，111–14

How to Create a Marketing Campaign—Understand a Sales Funnel, 111–14

如何创建营销活动——构建一个有效的网站，117–19

How to Create a Marketing Campaign—Wire-Frame an Effective Website, 117–19

如何创建营销活动 - 写一个产生销售的一行，115-17

How to Create a Marketing Campaign—Write a One-Liner That Generates Sales, 115–17

如何制定策略——降低开销，78–81

How to Create Strategy—Keep Your Overhead Down, 78–81

如何制定战略——制造和销售合适的产品，81–84

How to Create Strategy—Make and Sell the Right Products, 81–84

如何制定战略——营销优先，84-87

How to Create Strategy—Prioritize Marketing, 84–87

如何制定战略——保护现金流，89–91

How to Create Strategy—Protect Cash Flow, 89–91

如何制定战略——运行销售系统，87–89

How to Create Strategy—Run a Sales System, 87–89

如何制定战略——了解企业的​​实际运作方式，73–77

How to Create Strategy—Understand How a Business Really Works, 73–77

如何执行——庆祝团队的胜利，201–3

How to Execute—Celebrate Your Team’s Victories, 201–3

如何执行——召开启动会议，191-93

How to Execute—Hold a Launch Meeting, 191–93

如何执行——每周进行一次速度检查，196–98

How to Execute—Hold Weekly Speed Checks, 196–98

如何执行——灌输一页纸，193-95

How to Execute—Instill the One-Pager, 193–95

如何执行——保持得分，198–201

How to Execute—Keep Score, 198–201

如何领导——定义关键特征，38-41

How to Lead—Define Key Characteristics, 38–41

如何领导——定义你的主题和你的“为什么”，49-51

How to Lead—Define Your Theme and Your “Why,” 49–51

如何领导——确定关键行动，42–44

How to Lead—Determine Critical Actions, 42–44

如何领导——讲好故事，44-48

How to Lead—Tell a Great Story, 44–48

如何领导——写一份好的使命宣言，35-38

How to Lead—Write a Good Mission Statement, 35–38

如何管理人员——不仅仅是啦啦队长，还是一名教练，185–87

How to Manage People—Be More Than a Cheerleader, Be a Coach, 185–87

如何管理人员——创建简化的流程，179–81

How to Manage People—Create Streamlined Processes, 179–81

如何管理人员——建立明确的优先事项，171–75

How to Manage People—Establish Clear Priorities, 171–75

如何管理人员——提供有价值的反馈，182–84

How to Manage People—Give Valuable Feedback, 182–84

如何管理人员——确定关键绩效指标，176–79

How to Manage People—Identify Key Performance Indicators, 176–79

如何谈判——不要情绪化，165–67

How to Negotiate—Don’t Get Emotionally Hooked, 165–67

如何谈判——走底线，161-63

How to Negotiate—Go Below the Line, 161–63

如何谈判——提出初始报价，163–65

How to Negotiate—Make the Initial Offer, 163–65

如何谈判——两种类型的谈判，159-61

How to Negotiate—the Two Types of Negotiations, 159–61

如何销售——提出一个伟大的建议，150–52

How to Sell—Create a Great Proposal, 150–52

如何销售——如何结束销售，153-55

How to Sell—How to Close the Sale, 153–55

如何销售——邀请客户参与故事，145–47

How to Sell—Invite Customers into a Story, 145–47

如何销售——鉴定潜在客户，142–45

How to Sell—Qualify the Lead, 142–45

如何销售——重复你的谈话要点，147-50

How to Sell—Repeat Your Talking Points, 147–50

饥饿游戏（电影），100、138、148

The Hunger Games (film), 100, 138, 148

我

I

想法，谈论，22

ideas, talking about, 22

初始报价，制作，163-65

initial offer, making the, 163–65

Instagram, 178

Instagram, 178

指导性特征，40-41

instructive characteristics, 40–41

英特尔，7

Intel, 7

智慧和成功，22

intelligence, and success, 22

杰

J

杰森·伯恩（角色），102 岁

Jason Bourne (character), 102

“加入候补名单”按钮，85

“join the waitlist” button, 85

钾

K

空手道小子(电影), 106 , 202

The Karate Kid (film), 106, 202

Katniss（饥饿游戏中的角色），100，148

Katniss (character from The Hunger Games), 100, 148

保持得分，198–201

keeping score, 198–201

道格凯姆，22–23 岁

Keim, Doug, 22–23

肯尼迪，约翰 F.，134

Kennedy, John F., 134

关键特征，定义，33，38–41

key characteristics, defining, 33, 38–41

项目范围工作表上的关键里程碑，192

key milestones, on project scope worksheet, 192

关键绩效指标，识别，176-79

key performance indicators, identifying, 176–79

斯蒂芬·金，64–65 岁

King, Stephen, 64–65

国王的演讲（电影）, 134 , 201–2

The King’s Speech (film), 134, 201–2

克罗克，罗伊，180

Kroc, Roy, 180

大号

L

滞后指标, 176–77 , 199

lag indicators, 176–77, 199

语言, 营销, 86

language, marketing, 86

启动会议，举行，191-93

launch meeting, holding a, 191–93

领先，排位赛，142-45

lead, qualifying the, 142–45

领导人

leaders

分配，在项目范围工作表上，192

assigning, on project scope worksheet, 192

信任, 169–70

trust in, 169–70

领导力，31–51

leadership, 31–51

和定义关键特征，38-41

and defining key characteristics, 38–41

定义你的主题和你的“为什么”，49-51

and defining your theme and your “why,” 49–51

并确定关键行动，42-44

and determining critical actions, 42–44

讲一个伟大的故事，44-48

and telling a great story, 44–48

并写出一份好的使命宣言，35-38

and writing a good mission statement, 35–38

领先指标, 176–78 , 199–200

lead indicators, 176–78, 199–200

丢脸，23岁

losing face, 23

亏损领导者，83–84

loss leaders, 83–84

低回报机会，60

low-return opportunities, 60

洛瑞，约翰，158 岁，162 岁，166 岁

Lowry, John, 158, 162, 166

卢克（星球大战中的人物），100，148，201

Luke (character from Star Wars), 100, 148, 201

米

M

机器，人与人，182

machines, people vs., 182

管理，168-87

management, 168–87

成为教练而不是拉拉队队长，185–87

and being a coach rather than a cheerleader, 185–87

并创建简化的流程，179-81

and creating streamlined processes, 179–81

并确定明确的优先事项，171-75

and establishing clear priorities, 171–75

并提供有价值的反馈，182-84

and giving valuable feedback, 182–84

并确定关键绩效指标，176-79

and identifying key performance indicators, 176–79

营销

marketing

作为业务“引擎”，74

as business “engine,” 74

效率，77

efficiency of, 77

优先排序，84-87

prioritizing, 84–87

营销活动，108-23

marketing campaigns, 108–23

和收集电子邮件地址，119-21

and collecting email addresses, 119–21

并通过电子邮件发送给您的客户，121–23

and emailing your customers, 121–23

和了解销售渠道，111–14

and understanding sales funnels, 111–14

和线框一个有效的网站，117-19

and wire-framing an effective website, 117–19

并编写一个产生销售的单行，115-17

and writing a one-liner that generates sales, 115–17

营销语言，测试你的，86

marketing language, testing your, 86

营销信息，93–107

marketing message, 93–107

并发出明确的号召性用语，103–5

and creating a clear call to action, 103–5

并定义利害关系并创造紧迫感，106-7

and defining the stakes and creating urgency, 106–7

并将您的客户定位为英雄，99-101

and positioning your customer as the hero, 99–101

并谈论您客户的问题，102–3

and talking about your customer’s problem, 102–3

并使用故事来吸引客户，95–99

and using story to engage customers, 95–99

精通，努力作为途径，28

mastery, effort as path to, 28

麦当劳，180

McDonald’s, 180

（产品的）可衡量性，172–73

measurability (of product), 172–73

会议

meetings

发射，191-93

launch, 191–93

调度, 62

scheduling, 62

跳过/丢失，198

skipping/missing, 198

里程碑，关键，在项目范围工作表上，192

milestones, key, on project scope worksheet, 192

心态，固定与成长，27-29

mindset, fixed vs. growth, 27–29

心态（Dweck），27

Mindsets (Dweck), 27

使命

mission

领导者和32

leader and, 32

和生产力，53–54

and productivity, 53–54

使命宣言，写得好，33 , 35–38

mission statement, writing a good, 33, 35–38

使命宣言变得简单，33

Mission Statement Made Simple, 33

Miagi 先生（空手道小子中的角色），202

Mr. Miagi (character in The Karate Kid), 202

多任务处理，66

multitasking, 66

否

N

谈判，156–67

negotiation, 156–67

并低于该线，161–63

and going below the line, 161–63

并提出初始报价，163–65

and making the initial offer, 163–65

并且不会被情绪上瘾，165–67

and not getting emotionally hooked, 165–67

两种类型，159–61

two types of, 159–61

奈飞公司，36 岁

Netflix, 36

未获胜, 庆祝, 203

non-wins, celebrating, 203

诺曼底登陆，36

Normandy invasion, 36

“不，”说，分心，63-65

“no,” saying, to distractions, 63–65

欧

O

欧比旺·克诺比（星球大战中的角色），100、104、148、201

Obi-Wan Kenobi (character from Star Wars), 100, 104, 148, 201

教练的客观性，186

objectivity, of coaches, 186

障碍，坚持通过，28

obstacles, persisting through, 28

提供，制作首字母，163–65

offer, making the initial, 163–65

一行，写一个，用于产生销售，115-17

one-liner, writing a, for generating sales, 115–17

一页纸，灌输，193-95

one-pager, instilling the, 193–95

机会，高回报与低回报，60

opportunities, high- vs. low-return, 60

乐观，坚持不懈，24-27

optimistic, being relentlessly, 24–27

“其他好处”，列表，161-62

“other benefits,” listing, 161–62

开销, 74

overhead, 74

最小化你的，78-81

minimizing your, 78–81

拒绝增加成本，76

resistance to adding costs to, 76

P

P

PDF

PDFs

客户的故事，152

customer’s story in, 152

免费提供，120

offering free, 120

取悦他人，23

people pleasing, 23

人与机器的对抗，182

peoples, machines vs., 182

绩效，奖励，20

performance, rewards for good, 20

个人时间，68

personal time, 68

扮演受害者，10

playing the victim, 10

诗学（亚里士多德），126

Poetics (Aristotle), 126

“功率小时数”，最大限度地提高您的61–63

“power hours,” maximizing your, 61–63

赞美，给予，183，186

praise, giving, 183, 186

预购, 收集, 86

preorders, collecting, 86

演示文稿，125–26

presentation(s), 125–26

在你的129-33中创建子点

creating subpoints in your, 129–33

确定你的主题，137-39

determining the theme of your, 137–39

给一个伟大的，127-29

giving a great, 127–29

解决问题，128-29

problem solving in, 128–29

主要任务，优先考虑你的，57-61

primary tasks, prioritizing your, 57–61

灵长类动物，24–25

primates, 24–25

优先事项，明确，171-75

priorities, establishing clear, 171–75

问题）

problem(s)

in Marketing Made Simple 单行，116

in Marketing Made Simple one-liner, 116

在 故事, 96

in stories, 96

谈论您的客户，102–3

talking about your customer’s, 102–3

解决问题

problem solving

在电子邮件中，121

in email messages, 121

在演讲中，128-29

in presentations, 128–29

作为业务的主要焦点，71

as primary focus of business, 71

和讲故事, 48 , 146

and storytelling, 48, 146

生产力，52–69

productivity, 52–69

并占用您的时间，65–69

and blocking your time, 65–69

效率，77

efficiency of, 77

并做出明智的日常决定，55-57

and making wise daily decisions, 55–57

并最大化您的“功率小时”，61-63

and maximizing your “power hours,” 61–63

并确定您的主要任务的优先级，57–61

and prioritizing your primary tasks, 57–61

节奏，68

rhythm of, 68

并对干扰说“不”，63–65

and saying “no” to distractions, 63–65

产品）

product(s)

的负担能力，144

affordability of, 144

从74 , 79–80 “提升”

“lift” from, 74, 79–80

制作/销售权利，81–84

making/selling the right, 81–84

in Marketing Made Simple 单行，116

in Marketing Made Simple one-liner, 116

172–73的可测量性

measurability of, 172–73

盈利能力, 173

profitability of, 173

可扩展性，173–75

scalability of, 173–75

盈利能力, 83 , 173

profitability, 83, 173

利润率, 关注, 77

profit margins, paying attention to, 77

项目范围工作表，192

project scope worksheet, 192

提案，创造一个伟大的，150-52

proposal, creating a great, 150–52

公共记分牌，创建一个，198–201

public scoreboard, creating a, 198–201

公开演讲，64

public speaking, 64

问

Q

排位赛领先，142-45

qualifying the lead, 142–45

数量时间客户，122

quantity time customers, 122

R

R

融洽关系, 建筑, 149

rapport, building, 149

反思，开始新的一天，55-57

reflection, starting the day with, 55–57

关系，客户，113-17

relationships, customer, 113–17

坚持不懈地乐观，24-27 岁

relentlessly optimistic, being, 24–27

报告，每日，76–77

reports, daily, 76–77

资源，识别，在项目范围工作表上，192

resources, identifying, on project scope worksheet, 192

尊重

respect

和冲突，18

and conflict, 18

渴望，19-21

longing for, 19–21

投资回报率，员工，6-8

return on investment, with employees, 6–8

奖励，表现良好，20

rewards, for good performance, 20

生产力的节奏，68

rhythm of productivity, 68

罗密欧与朱丽叶（莎士比亚），46 岁，134岁，138岁

Romeo and Juliet (Shakespeare), 46, 134, 138

鲁迪（电影），134

Rudy (film), 134

小号

S

销售额，140–55

sales, 140–55

作为业务“引擎”，75

as business “engine,” 75

并结束销售，153–55

and closing the sale, 153–55

并提出一个很好的建议，150–52

and creating a great proposal, 150–52

效率，77

efficiency of, 77

并邀请客户参与故事，145–47

and inviting customers into a story, 145–47

并排位赛领先，142-45

and qualifying the lead, 142–45

并重复你的谈话要点，147-50

and repeating your talking points, 147–50

编写一个用于生成115–17的单行代码

writing a one-liner for generating, 115–17

销售漏斗, 110–14 , 117

sales funnels, 110–14, 117

Sales Made Simple 框架，88

Sales Made Simple framework, 88

销售系统，运行 a，87–89

sales system, running a, 87–89

（产品的）可扩展性，173–75

scalability (of product), 173–75

安排会议，62

scheduling meetings, 62

辛德勒的名单（电影），49

Schindler’s List (film), 49

范围，项目，192

scope, project, 192

记分牌，创造公众，198-201

scoreboard, creating a public, 198–201

西雅图海鹰队，26岁，182 岁

Seattle Seahawks, 26, 182

短期胜利，60

short-term wins, 60

技能

skills

教练和实践教学，186

coaches and teaching of practical, 186

领导者和团队分析，32

leader and analysis of team’s, 32

解决方案，在 Marketing Made Simple 一行，116

solution, in Marketing Made Simple one-liner, 116

声音片段，94

sound bites, 94

速度检查，每周举行，196-98

speed checks, holding weekly, 196–98

赌注, 定义, 97 , 106–7

stakes, defining the, 97, 106–7

斯坦福大学，27 岁

Stanford University, 27

星球大战, 46 , 100 , 148 , 201

Star Wars, 46, 100, 148, 201

故事

story

指南, 96–97 , 100

guide in, 96–97, 100

邀请客户进入 a, 145–47

inviting customers into a, 145–47

领导者和32

leader and, 32

讲述一个伟大的，33，44-48

telling a great, 33, 44–48

使用，吸引客户，95-99

using, to engage customers, 95–99

故事间距，45

The Story Pitch, 45

简化流程，创建，179-81

streamlined processes, creating, 179–81

分点，在你的演讲中创造，129-33

subpoints, creating, in your presentations, 129–33

成功

success

并受到他人的启发，28

and being inspired others, 28

教练和，185

coaches and, 185

并定义利害关系，97

and defining the stakes, 97

和失败，25-26

and failure, 25–26

和智力，22

and intelligence, 22

项目范围工作表上的视图，192

view of, on project scope worksheet, 192

超级碗，26

Super Bowl, 26

调查，客户，85

surveys, customer, 85

生存

survival

承诺和，113-14

commitment and, 113–14

好奇心，112-13

curiosity and, 112–13

启蒙，113

enlightenment and, 113

吨

T

谈话要点，重复你的，147-50

talking points, repeating your, 147–50

任务列表，每日，58–59

task lists, daily, 58–59

团队

team(s)

庆祝你的胜利，201-3

celebrating victories of your, 201–3

和领导者的方向设定，32

and direction-setting by leader, 32

来自领导者的期望19

expectations of, from leader, 19

和投资回报，6–7

and return on investment, 6–7

特斯拉，36 岁

Tesla, 36

感谢卡，146

thank-you cards, 146

主题

theme

定义你的, 33 , 49–51

defining your, 33, 49–51

你的演讲，137-39

of your presentation, 137–39

时间

time

挡住你的，65-69

blocking your, 65–69

价值，65

value of, 65

汤米男孩（电影），46 岁

Tommy Boy (film), 46

相信

trust

在领导者中，169–70

in leaders, 169–70

渴望，19-21

longing for, 19–21

推特, 178

Twitter, 178

ü

U

了解企业的​​真正运作方式，73–77

understanding how a business really works, 73–77

紧迫感，创造，106-7

urgency, creating, 106–7

紧急分心，61

urgent distractions, 61

V

V

价值，免费提供，120

value, offering free, 120

价值驱动的专业人士, xi , 4 , 180

value-driven professionals, xi, 4, 180

受害者，8-12

victims, 8–12

胜利，庆祝你的团队，201-3

victories, celebrating your team’s, 201–3

影片

videos

客户的故事，152

customer’s story in, 152

免费提供，120

offering free, 120

W

W

网站

website

新产品发布于85–86

new product launches on, 85–86

线框有效，117-19

wire-framing an effective, 117–19

每周速度检查，保持，196-98

weekly speed checks, holding, 196–98

“为什么”，定义你的，49-51

“why,” defining your, 49–51

威廉·华莱士（《勇敢的心》中的角色），36 岁

William Wallace (character from Braveheart), 36

输赢谈判，159

win/lose negotiations, 159

胜利，短期，60

wins, short-term, 60

双赢谈判，159

win/win negotiations, 159

第二次世界大战, 104 , 134

World War II, 104, 134

错了，承认你是18 岁

wrong, admitting that you’re, 18

是

Y

尤达（星球大战中的人物），100，201

Yoda (character from Star Wars), 100, 201

关于作者

ABOUT THE AUTHOR

唐纳德·米勒 (Donald Miller ) 已帮助超过五万家企业阐明了营销信息，从而使他们的公司得以发展。他是 Business Made Simple 的首席执行官，Business Made Simple播客的主持人，以及多本书的作者，包括畅销书Building a StoryBrand和Marketing Made Simple。

Donald Miller has helped more than fifty thousand businesses clarify their marketing messages so their companies grow. He’s the CEO of Business Made Simple, the host of the Business Made Simple podcast, and the author of several books, including the bestsellers Building a StoryBrand and Marketing Made Simple.

Instagram 和 Twitter 上的@DonaldMiller

@DonaldMiller on Instagram and Twitter